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2021-05-16Subject
330 Economics BevölkerungsgruppeWertschöpfungsketteEinbindungFairer HandelLieferantenentwicklungNachhaltigkeitParadoxonMetadata
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Aufsatz
International Center for Development and Decent Work (ICDD), Grant/Award Number: 57160015; Bundesministerium für Forschung und Technologie, Grant/Award Number: 031A247A-D
Resolving the base of the pyramid inclusion paradox through supplier development
Abstract
Resulting from divergent business environments between actors, the integration of the base of the pyramid (BoP) into formal supply chain (SC) structures is often hampered by institutional voids, which can result in the emergence of paradoxical situations. This paper analyzes the potential of supplier development (SD) for addressing the BoP inclusion paradox. The study develops a framework based on the assumption that SD enables the development of capabilities and supplier performance, which is especially relevant when operating in BoP contexts. Seventy-two semi-structured interviews stemming from two case studies of (a) a local dairy and (b) an international certified pineapple SCs with BoP involvement provide empirical insights into the theoretical framework. Paradox resolution strategies (temporal separation, spatial separation, and synthesis) are related to (direct and indirect) SD practices. The proposed framework and results show that indirect SD can be used as temporal and spatial separation, but not as synthesis strategy. Contrastingly, direct SD can be used as temporal separation and synthesis. The BoP context needs direct SD to address two sustainability goals simultaneously: the social dimension of BoP inclusion and the economic dimension of formal and efficient SCs. This research extends the discussion on paradoxes in sustainability management to SCs, especially to BoP SCs. It is relevant to show that BoP inclusion is neither a sole win-win nor trade-off scenario. Resulting paradoxical situations can be addressed by SD, thereby moving to sustainable supply chain management (SSCM).
Citation
In: Business Strategy and the Environment (BSE) Volume 30 / Issue 7 (2021-05-16) , S. 3208-3227 ; eissn:1099-0836Sponsorship
Gefördert im Rahmen des Projekts DEALInternational Center for Development and Decent Work (ICDD), Grant/Award Number: 57160015; Bundesministerium für Forschung und Technologie, Grant/Award Number: 031A247A-D
Citation
@article{doi:10.17170/kobra-202112095213,
author={Brix-Asala, Carolin and Seuring, Stefan and Sauer, Philipp Christopher and Zehendner, Axel and Schilling, Lara},
title={Resolving the base of the pyramid inclusion paradox through supplier development},
journal={Business Strategy and the Environment (BSE)},
year={2021}
}
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2022-02-16T11:12:28Z 2022-02-16T11:12:28Z 2021-05-16 doi:10.17170/kobra-202112095213 http://hdl.handle.net/123456789/13626 Gefördert im Rahmen des Projekts DEAL International Center for Development and Decent Work (ICDD), Grant/Award Number: 57160015; Bundesministerium für Forschung und Technologie, Grant/Award Number: 031A247A-D eng Namensnennung-Nicht-kommerziell 4.0 International http://creativecommons.org/licenses/by-nc/4.0/ bottom of the pyramid fair trade institutional voids paradox theory supplier development sustainability tensions 330 Resolving the base of the pyramid inclusion paradox through supplier development Aufsatz Resulting from divergent business environments between actors, the integration of the base of the pyramid (BoP) into formal supply chain (SC) structures is often hampered by institutional voids, which can result in the emergence of paradoxical situations. This paper analyzes the potential of supplier development (SD) for addressing the BoP inclusion paradox. The study develops a framework based on the assumption that SD enables the development of capabilities and supplier performance, which is especially relevant when operating in BoP contexts. Seventy-two semi-structured interviews stemming from two case studies of (a) a local dairy and (b) an international certified pineapple SCs with BoP involvement provide empirical insights into the theoretical framework. Paradox resolution strategies (temporal separation, spatial separation, and synthesis) are related to (direct and indirect) SD practices. The proposed framework and results show that indirect SD can be used as temporal and spatial separation, but not as synthesis strategy. Contrastingly, direct SD can be used as temporal separation and synthesis. The BoP context needs direct SD to address two sustainability goals simultaneously: the social dimension of BoP inclusion and the economic dimension of formal and efficient SCs. This research extends the discussion on paradoxes in sustainability management to SCs, especially to BoP SCs. It is relevant to show that BoP inclusion is neither a sole win-win nor trade-off scenario. Resulting paradoxical situations can be addressed by SD, thereby moving to sustainable supply chain management (SSCM). open access Brix-Asala, Carolin Seuring, Stefan Sauer, Philipp Christopher Zehendner, Axel Schilling, Lara doi:10.1002/bse.2798 Grant Number: 57160015 ; Grant Number: 031A247A-D Bevölkerungsgruppe Wertschöpfungskette Einbindung Fairer Handel Lieferantenentwicklung Nachhaltigkeit Paradoxon publishedVersion eissn:1099-0836 Issue 7 Business Strategy and the Environment (BSE) 3208-3227 Volume 30 false
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