| Abstract: | The purpose of this study is to understand the drivers of social responsibility in purchasing (PSR). This study replicated
and extended the range of empirical application of the model developed by Carter and Jennings (Journal of Business Logistics
25(1), 145–186, 2004). Consequently, the present study contributes to the nomological validity of concept of PSR or Purchasing
Social Responsibility. The method used is derived from the previous study by Carter and Jennings (Journal of Business Logistics
25(1), 145–186, 2004), and the present study extends the application of that method to an Asian environment. The data were obtained
from 197 respondents in Thailand. This sample was largely composed of purchasing and supply chain managers. Respondents were
asked to indicate how different dimensions of corporate social responsibility (CSR) affect PSR. The findings of the present
study suggest that all the six hypothesized paths have been substantiated. Individual values and people-oriented organizational
culture are the most powerful predictors of PSR. This article contributes towards filling the gap in understanding the determinants
of PSR in managing supply chains, particularly in an Asian context. |
