Reminder: Call for Papers for Emerging Discourse Incubator

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Posts tagged Social Impact
EDI Spotlight: Cross-sector relations in global supply chains: A social capital perspective

In this weeks spotlight we talk to  Professor Jonathan L. Johnson, Professor Kevin J. Dooley,      Dr. David G. Hyatt and Dr. Andrew M. Hutson about their paper on cross-sector relations in global supply chains. This paper is the third featured in our Emerging Discourse Incubator.

"Virtually unheard of 30 years ago, collaborations involving environmental NGOs and businesses are now common, and are increasingly being used to address sustainability issues in supply chains. We argue that a supply chain perspective is instrumental for collaborative NGOs in helping them to understand environmental impacts, interorganizational dynamics, and optimal collaborative partners and tactics. We apply a framework that integrates three predominant social capital theories to cross-sector partnerships to explain how three dimensions of social capital, individually and in interaction, may create strategic value for NGOs who seek to improve the environmental performance of companies through collaboration. Finally, we survey the nature of the progress that has (and has not) been made through cross-sector partnerships, and offer suggestions for how social capital may be deployed to accelerate change. "

EDI Spotlight: Delivering Transformational change:Aligning Supply Chain and Stakeholders in Non-Governmental Organisations

In this weeks Spotlight we talk to Dr. Jury Gualandris & Professor Robert Klassen about their article which is included in our Emerging Discourse Incubator.

Dr. Gualandris and Professor Klassen explore the alignment of Supply chains within NGOs.

"Governments and global corporations increasingly both confront and rely on International Non-Governmental Organizations (INGOs) to identify, design and deliver interventions that prompt transformational change in societies, industries and supply chains. For INGOs, transformational change is defined as a fundamental, long-lasting reframing of a social or industrial system through synergistically altering the knowledge, practices and relationships of multiple stakeholder groups. With each intervention, the focal INGO assembles its own complex supply chain of non-profit organizations and for-profit firms to provide the necessary resources and skills. While prior supply chain management literature provides a good starting point, with some generalizability to the non-profit sector, this paper begins with several key differences to explore how interventions are delivered, and then, how INGOs’ supply chains must be aligned. In doing so, at least three critical factors must be taken into account to improve alignment: stakeholder-induced uncertainty; supply chain configuration; and supply chain dynamism. By synthesizing these factors with prior literature and emerging anecdotal evidence, tentative frameworks and research questions emerge about how INGOs can better leverage their supply chains, thereby offering a basis for scholars in supply chain management to build a much richer and more nuanced research understanding of INGOs."

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EDI Spotlight: Emerging Discourse Incubator: The Roles of Institutional Complexity and Hybridity in Social Impact Supply Chain Management

This week we turn the spotlight on the first paper from our Emerging Discourse Incubator.

We sat down and talked with Professor Mellie Pullman, Dr Annachiara Longoni and Dr. Davide Luzzini about Social Impact Supply Chain Management looking at how social enterprises manage their supply chains to generate social benefit while maintaining or improving their financial viability in the long term.

"Supply chain research and practice has moved beyond green or environmental issues to include social issues. But much of the focus still remains on attempts of large companies to reduce social harm along their supply chains rather than creating social good. At the same time, research investigating the role of NGOs in supply chains or humanitarian logistics often emphasizes temporary initiatives and overlooks long term viability. This conceptual paper seeks to expand the playing field by looking at how social enterprises manage their supply chains to generate social benefit while maintaining or improving their financial viability in the long term. Our contribution is to consider those socially motivated organizations that lie on the continuum between purely social and purely commercial enterprises. We consider how these organizations manage their supply chains for social impact and define this area as social impact supply chain management (SISCM). In this work, we view these organizations and managerial issues through the lens of institutional complexity, i.e. the presence of multiple and possibly conflicting institutional logics in the focal organization. We propose that for these organizations, supply chain strategy, stakeholder identification and engagement, and relationship management might differentiate SISCM from traditional supply chain management. And as a result, we offer future research directions that might add clarity to effective SISCM."

Details for our Emerging Discourse Incubator can be found here:

The Full Article can be found here: