Home > Research > Publications & Outputs > The adoption of sustainable practices

Electronic data

  • JEMA-D-18-00556R2

    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Environmental Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Environmental Management, 232, 2019 DOI: 10.1016/j.jenvman.2018.11.067

    Accepted author manuscript, 2.24 MB, PDF document

    Available under license: CC BY-NC-ND

Links

Text available via DOI:

View graph of relations

The adoption of sustainable practices: A supplier's perspective

Research output: Contribution to journalJournal article

Published
Close
<mark>Journal publication date</mark>15/02/2019
<mark>Journal</mark>Journal of Environmental Management
Volume232
Number of pages10
Pages (from-to)692-701
Publication StatusPublished
Early online date4/12/18
<mark>Original language</mark>English

Abstract

Suppliers' adoption of sustainable practices plays a critical role for global companies to improve environmental performance. Based on the absorptive capacity theory, this study empirically explores how suppliers' knowledge bases and power relationships influence their adoption of sustainability practices. A longitudinal case study with eight suppliers has been conducted. We find that the adoption of leading sustainable practices requires a supplier's good knowledge base whereas a supplier can adopt imitating and toddling sustainable practices even if it has a limited knowledge base. Both the power of internal sustainability teams and external buyers enhance the effects of suppliers' knowledge bases on the adoption of sustainable practices. Suppliers choose the strategy used in adopting sustainable practices according to the configuration of internal and external power. The results enhance the current understandings of the mechanisms through which knowledge bases and power relationships affect the adoption of sustainable practices. The findings can also help global companies improve the effectiveness of their supplier development efforts and enhance the environmental performance of supply chains.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of Environmental Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Environmental Management, 232, 2019 DOI: 10.1016/j.jenvman.2018.11.067