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Resolving the base of the pyramid inclusion paradox through supplier development

dc.date.accessioned2022-02-16T11:12:28Z
dc.date.available2022-02-16T11:12:28Z
dc.date.issued2021-05-16
dc.identifierdoi:10.17170/kobra-202112095213
dc.identifier.urihttp://hdl.handle.net/123456789/13626
dc.description.sponsorshipGefördert im Rahmen des Projekts DEALger
dc.description.sponsorshipInternational Center for Development and Decent Work (ICDD), Grant/Award Number: 57160015; Bundesministerium für Forschung und Technologie, Grant/Award Number: 031A247A-D
dc.language.isoengeng
dc.rightsNamensnennung-Nicht-kommerziell 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectbottom of the pyramideng
dc.subjectfair tradeeng
dc.subjectinstitutional voidseng
dc.subjectparadox theoryeng
dc.subjectsupplier developmenteng
dc.subjectsustainability tensionseng
dc.subject.ddc330
dc.titleResolving the base of the pyramid inclusion paradox through supplier developmenteng
dc.typeAufsatz
dcterms.abstractResulting 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).eng
dcterms.accessRightsopen access
dcterms.creatorBrix-Asala, Carolin
dcterms.creatorSeuring, Stefan
dcterms.creatorSauer, Philipp Christopher
dcterms.creatorZehendner, Axel
dcterms.creatorSchilling, Lara
dc.relation.doidoi:10.1002/bse.2798
dc.relation.projectidGrant Number: 57160015 ; Grant Number: 031A247A-D
dc.subject.swdBevölkerungsgruppeger
dc.subject.swdWertschöpfungsketteger
dc.subject.swdEinbindungger
dc.subject.swdFairer Handelger
dc.subject.swdLieferantenentwicklungger
dc.subject.swdNachhaltigkeitger
dc.subject.swdParadoxonger
dc.type.versionpublishedVersion
dcterms.source.identifiereissn:1099-0836
dcterms.source.issueIssue 7
dcterms.source.journalBusiness Strategy and the Environment (BSE)eng
dcterms.source.pageinfo3208-3227
dcterms.source.volumeVolume 30
kup.iskupfalse


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