Socially Sustainable Supply Chain Management and Suppliers’ Social Performance: The Role of Social Capital

The implementation of socially sustainable supply chain management (SSCM) practices (i.e. assessment and collaboration) to tackle suppliers’ social deficiencies (e.g. the use of child labour) often requires a level of cooperation that can be difficult to establish. Despite this daunting challenge, scant scholarly attention has been paid to explore how the implementation of socially SSCM practices can be effectively facilitated and enhanced. Drawing on social capital theory, this study examines the individual impact of assessment and collaboration practices on suppliers’ social performance and explores whether and how these effects can be moderated (strengthened) by the level of social capital (i.e. relational, cognitive, and structural) embedded in the buyer–supplier relationship. Based on a survey of 119 manufacturing companies in the UK, we found that assessment practices are less likely to influence suppliers to improve social performance compared to collaboration practices. However, when relational and structural capital are manifested in the relationship, assessment practices become significant in driving suppliers’ social performance. We also found that the positive impact of collaboration practices is more pronounced when relational and cognitive capital are established in the relationship. This paper contributes to the growing socially SSCM literature by disentangling the vital and relative importance of social capital dimensions on the implementation of socially SSCM practices.

     

From the Guest Editors: About this Journal of Promotion Management “Down Under” Special Issue

Abstract

The Internet is rapidly becoming an accepted communication/promotion medium for all types and sizes of businesses. It is especially significant in reference to the major marketing functions of advertising and sales. Individual Internet users are rapidly moving from the upper income/educational demographic to a more median level. Needs exist for clearer understanding of the terminology developing around this medium, as well as for a system of advertising effectiveness measurement as related to measuring traditional advertising effectiveness.     

A Review of “Global Marketing Management: Changes,New Challenges and Strategies”

The paper reports the results of a study of 110 Export Management Companies (EMCs) located throughout the United States. These EMCs were surveyed to find out what international marketing tasks were most important for successful exporting and how difficult these tasks were to perform for their clients. This study also investigated the perceived importance to the ECMs' exporting success of various groups who often provide exporting assistance to exporters. In addition, these respondents were asked to respond to the helpfulness to their exporting activities of current and potential U.S. government actions. The two areas which were indicated to be most important to successful exporting were gathering marketing information and communicating with markets. However, the two areas which these EMCs feel to be most difficult to accomplish were analyzing political risk and sales force management. A gap analysis of these results suggests that the need which exporters most need help in is pricing in foreign markets. This research provides the basis for several policy recommendations to U.S. government leaders concerning their efforts to assist American exporters.