Image courtesy of Flickr user Kevin Dooley. To create value, social intelligence must be mobilized. Insurgent CSR directors do so by cultivating a network of internal allies — call them social intrapreneurs — that are motivated to insert social intelligence into their planning and decision-making activities. The CSR Director’s office becomes a resource and coordinating […]
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What can we learn about transitions for sustainability from infrastructure shocks?
- 16 Avril
- Clics: 7994
- Articles scientifiques
Publication date: May 2014
Source:Technological Forecasting and Social Change, Volume 84
Author(s): Vanesa Castán Broto , Stephanie Glendinning , Emma Dewberry , Claire Walsh , Mark Powell
This paper explores the potential for learning from infrastructure shocks to develop strategic visions of infrastructure. The paper departs from theories of systems innovation, which understand infrastructure transitions as socio-technical re-configurations over long periods of time. The paper presents a complementary hypothesis to those theories about the possibility to catalyze systems change during or as a result of infrastructure shocks. According to this hypothesis, this change is possible because shocks enable higher order learning about infrastructure, which is learning involving a critical evaluation of existing principles and their suitability to complex situations. The hypothesis is examined empirically by studying the association between different types of infrastructure shock and different types of learning that emerge from those shocks using a meta-analysis of published work on infrastructure shocks. The analysis suggests that while there is considerable evidence of social learning from shocks, the context in which they occur will influence whether or not this is higher order learning. Further research is needed to develop feasible and practical ways to maximize the learning opportunities emerging from infrastructure shocks towards a transition to sustainable and resilient infrastructure.
Source:Technological Forecasting and Social Change, Volume 84
Author(s): Vanesa Castán Broto , Stephanie Glendinning , Emma Dewberry , Claire Walsh , Mark Powell
Sustainable supply chain management in the fast fashion industry: An analysis of corporate reports
- 16 Avril
- Clics: 13291
- Articles scientifiques
Publication date: Available online 13 April 2014
Source:European Management Journal
Author(s): Duygu Turker , Ceren Altuntas
In recent decades, the fast fashion industry has been characterized by widespread operations across both developing and developed countries. Due to the economic, social and environmental problems in developing countries, companies increasingly focus on sustainability and try to ensure the same quality and standards in working and production conditions throughout their supply chains. Although the tension in the exchange of resources between developing and developed countries lies at the heart of current sustainability activities, what these companies are actually doing to manage their supply chain has not yet been explored in depth in the literature. Drawing on the theoretical framework of Seuring and Müller (2008), the current study attempts to fill this void by conceptually mapping the current situation of sustainable supply chain management (SSCM) in the fast fashion industry by analysing reports from 9 companies that use the same reporting guidelines. The results of the study reveal that these companies focus significantly on supplier compliance with their code of conduct, employing further monitoring and auditing activities to prevent production problems in developing countries, improve overall supply chain performance and set sustainability criteria for their suppliers.
Source:European Management Journal
Author(s): Duygu Turker , Ceren Altuntas
Governance of sustainable supply chains in the fast fashion industry
- 16 Avril
- Clics: 10876
- Articles scientifiques
Publication date: Available online 13 April 2014
Source:European Management Journal
Author(s): Yongjian Li , Xiukun Zhao , Dan Shi , Xiang Li
This paper examines the impact of corporate social responsibility behavior on the sustainability performance of focal companies and their partners in fast fashion supply chains. The attributes of sustainability and the mechanism of sustainability governance of the fast fashion supply chain are also discussed. From the perspective of strategic corporate social responsibility, we first analyze the motives for adopting sustainability governance in fast fashion supply chains, and identify seven competitive sustainable attributes of the fast fashion product based on sustainable development theory. Then, by establishing a sustainability governance framework, we identify seven factors that affect the sustainability governance decision-making and evaluate the efficiency and legitimacy mechanism of sustainability governance from internal and external perspectives. Finally, we explore the application of the governance mechanisms via a case study based on H&M’s seven sustainability commitments. The findings suggest that the core influence and centrality of a corporation should be strengthened from the perspective of internal governance, and stakeholders should collaborate to achieve sustainability governance throughout the entire fast fashion supply chain from the perspective of external governance.
Source:European Management Journal
Author(s): Yongjian Li , Xiukun Zhao , Dan Shi , Xiang Li
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