International Journal of Operations & Production Management: Volume 44 Issue 10

Social enterprises in supply chains: driving systemic change through social impact

Annachiara Longoni, Davide Luzzini, Madeleine Pullman, Stefan Seuring, Dirk Pieter van Donk

This paper aims to provide a starting point to discuss how social enterprises can drive systemic change in terms of social impact through operations and supply chain management.

Delivering societal impact through supply chain design: insights from B Corps

Eugenia Rosca, Kelsey M. Taylor

This paper examines how different configurations of societal impact are pursued by purpose-driven organizations (PDOs) and how these configurations align with the application of…

Supplier selection at the base of the chain: navigating competing institutional logics for shared mutual value

C. Zoe Schumm, Linda S. Niehm

Traditional purchasing best practices primarily follow a commercial logic and may not necessarily be applicable for social enterprises (SEs) supplier selection. This study…

Reducing forced labour in supply chains: what could traditional companies learn from social enterprises?

Evelyne Vanpoucke, Robert D. Klassen

Forced labour is one of the most exploitative practices in supply chains, generating serious human right abuses. The authors seek to understand how relationships for reducing…

Toward a moral approach to stakeholder management: insights from the inclusion of marginalized stakeholders in the operations of social enterprises

Kelsey M. Taylor, Eugenia Rosca

Previous literature on sustainable supply chain management has largely adopted an instrumental view of stakeholder management and has focused on understanding the effect of…