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This study seeks to provide insights into corporate achievements in supply chain management (SCM) and logistics management and to detail how they might help disaster agencies. The authors aim to highlight and identify current practices, particularities, and challenges in disaster relief supply chains.

Both SCM and logistics management literature and examples drawn from real‐life cases inform the development of the theoretical model.

The theoretical, dual‐cycle model that focuses on the key missions of disaster relief agencies: first, prevention and planning and, second, response and recovery. Three major contributions are offered: a concise representation of current practices and particularities of disaster relief supply chains compared with commercial SCM; challenges and barriers to the development of more efficient SCM practices, classified into learning, strategising, and coordinating and measurement issues; and a simple, functional model for understanding how collaborations between corporations and disaster relief agencies might help relief agencies meet SCM challenges.

The study does not address culture‐clash related considerations. Rather than representing the entire scope of real‐life situations and practices, the analysis relies on key assumptions to help conceptualise collaborative paths.

The study provides specific insights into how corporations might help improve the SCM practices by disaster relief agencies that continue to function without SCM professional expertise, tools, or staff.

The paper shows that sharing supply chain and logistics expertise, technology, and infrastructure with relief agencies could be a way for corporations to demonstrate their good corporate citizenship. Collaborations between corporations and disaster agencies offer significant potential benefits.

The purpose of this empirical case study is to apply several existing frameworks to consider the notion of integrating corporate social responsibility (CSR) with a brand leadership strategy. The investigation focuses on two main questions: What are the core components for the development of a CSR brand? What capabilities are necessary to implement a CSR‐related brand strategy?

Five firms provide input for a multiple case‐based approach.

Intuitive and intended approaches for CSR brand leadership emerge from the multiple case study results. Different capabilities are required at each stage of the development and implementation process for CSR brand leadership.

This research extends three prior studies – Aaker and Joachimsthaler's brand leadership framework, Maon et al.'s proposed integrative framework for designing and implementing CSR, and Beverland et al.'s capabilities view on the development of global brand leadership – and fills a theoretical gap.

Managers can use the proposed integrated and implementable framework to determine the impact of dynamic factors, such as ownership, culture, executive leadership, and the specific context of product and corporate branding, on the development and implementation of their CSR brand.

No studies examine how to leverage CSR in brand‐building activities. Specifically, no empirically grounded research examines the required path to create and manage CSR brands and associated benefits, nor is the number of capabilities required to develop a credible CSR brand clear. Comprehensive models of the processes for developing and implementing CSR brands and the capabilities that underlie them are needed. The proposed model emphasizes the contextualized need to rely on different capabilities at different stages of this development process to generate constructive and sustainable outcomes.

There is a lack of extensive research related to the immediate consequences of supply management ethical responsibility (SMER) and the moderating and/or mediating factors that strengthen or weaken its consequences. Although the underlying presumption is that companies no longer have the luxury of ignoring the importance of SMER, the lack of empirical research of SMER's impact on supply management performance (SMP) reflects the need for research that draws on and empirically tests established theories concerning the role of corporate ethics within the context of supply management (SM). Therefore, the purpose of this study is to determine the impact of SMER and strategic supply management skills on SM perceived reputation and performance.

Structural equation modeling is employed to investigate the hypothesized relationships. A sample of 162 purchasing managers provided the data via survey.

Strategic supply management skills and perceived reputation have a positive direct impact on performance. SMER is not directly affected by skills and has an indirect impact on performance through its positive relationship with perceived reputation.

The findings suggest that SMER is limited in its ability to predict performance, but is a valuable component of building SM perceived reputation. Firms should not ignore SMER, as it may provide strategic marketing advantage as an order qualifier or limiting criterion.

This paper investigates the interplay among several important determinants of supply chain performance, including the greatly under‐studied ethics construct.

The purpose of this study is two‐fold: to survey research on supply management and corporate social responsibility (CSR) reported over the past two decades; and to carry out an empirical study of the current status of supply management and CSR in the Korean electronics industry.

The study is based on an explorative approach, wherein “triangulation” is adopted, combining quantitative and qualitative methods. A questionnaire survey with a 132‐company sample is employed as a quantitative method and the telephone interviews with 23 samples are used as a qualitative method. By adopting a triangulation approach, rich data and explanatory power can be obtained to answer the research question.

The results of the study show that “environmental” pressures and standards are widely accepted and implemented for supply management in the Korean electronics industry. However, “social” pressures and standards are still not commonly used and there is a lack of implementation in the entire supply chain in the industry. The main reason for adopting CSR standards is to identify risks and problems in the supply chain, and to avoid or at least reduce the consequences for the final manufacturer. Although most manufacturers in the Korean electronics industry demand certified environmental standards such as ISO 14001 from their suppliers, there is generally a lack of integration of social standards in supplier management or requirements.

Companies today face a growing number of restrictions from national legislations and international standards influencing the environment, labour standards, and human rights issues. Within the Korean electronics industry as a whole there appears to be consensus that it is not easy being “socially responsible”. Vague notions about CSR issues for supply management practices have not provided suppliers with adequate guidance as they seek to improve their performance vis‐à‐vis company standards. The development of evaluation standards to assess suppliers can be a critical factor in improving a firm's performance. Another critical factor is documenting all CSR activities for external requirements such as auditors.

This study is the first empirical attempt to explore CSR adoption and implementation in supply management in the Korean electronics industry.

Contracts and trust are mechanisms to coordinate processes in supply chains. However, contracts are incomplete and trust takes time to develop. The aim of this paper is to show how Social Accountability 8000 (SA8000) can help to manage supply chains (in particular small and medium‐sized companies as its partners) by solving the problem of incomplete contracts as well as replacing trust in new partnerships, especially with respect to intangible performance indicators.

Supply chain management (with an emphasis on coordination) and corporate social responsibility (with an emphasis on codes, especially SA8000) are briefly described, based on a literature review. These descriptions led to three research propositions. In the second part, four cases describe the practice of SA8000. The richness of the cases provides both literal and theoretical replication. Finally, the theoretical and empirical results are compared, with specific regard to the research propositions.

Codes facilitate coordination between immediate partners in a supply chain, especially when the most powerful one enforces the code. However, indirect coordination with second‐ or third‐tier partners is hardly influenced. Chain directors can impose SA8000 certification in the supply chain and the latter can benefit from reduced information asymmetry. Transaction costs are reduced without a loss in flexibility.

The three propositions introduced are supported. Further research could further strengthen the validity of the propositions or show the need for refinements in them. The results show managers that certification can facilitate coordination of intangible aspects of performance to reduce information asymmetry with at least no negative results.

Firms that use SA8000 should take more advantage of it because it reduces information asymmetry and transaction costs, not only between direct partners but also further up‐ and downstream in the chain. Chain directors can use codes to complement incomplete contracts. Third‐party monitoring should be strengthened, especially with respect to second‐ and third‐tier partners.

The originality of the paper is in the analysis of the position of the second‐ and third‐tier participants in the chain, questioning whether codes like SA8000 are a sufficient instrument to make them real partners in the chain. SA8000 increases traceability of proper processes by customers and partners in the chain, which facilitates the coordination and the management of the chain.

The paper's aim is to develop a closed‐loop supply chain orientation as a strategic alternative available to supply chain organizations seeking competitive advantage in a setting that puts a premium on socially responsible decisions.

The literature describing the concepts of supply chain orientation and supply chain leadership is used to develop a framework for achieving a competitive advantage.

Creating a closed‐loop supply chain orientation may be facilitated when the supply chain leader demonstrates a transformational leadership style, and when socially important environmental issues are present.

The paper presents a synthesis of previously unconnected concepts in a conceptual framework that sets a stage for future research in this area.

The paper highlights the strategic importance of developing a closed‐loop supply chain orientation in the presence of environmental factors, and a supply chain leadership style that may enhance the transformation to such an orientation.

The paper extends the strategic concept of supply chain orientation to include forward and reverse flows in a holistic, closed‐loop view of the supply chain.

The purpose of this paper is to outline the anatomy of small‐ and medium‐sized enterprises (SMEs) that try to manage corporate social responsibility (CSR) in the supply chain.

The data used for analysis stem from a large‐scale survey of 1,071 Danish SMEs carried out in 2005.

It is concluded that CSR activities directed towards the supply chains still remain the privilege of a small group of SMEs with quite advanced CSR systems.

The survey was not specifically designed for this article. Moreover, only Danish SMEs participated in the survey. Whether the evidence from Denmark can be generalised to cover SMEs in other countries is left to determine.

The results indicate that there may be a need for more differentiated initiatives to promote CSR that will enable smaller enterprises to address CSR issues in the supply chain. Thus far, CSR has often been associated with large, high‐profile multinationals that have been trying to protect their image and brands from negative press, NGO activism, consumer boycotts and governmental sanctions. Little has been done to examine how SMEs can improve social and environmental conditions in cooperation with suppliers.

This article contributes to the existing body of literature by examining how a number of key SME characteristics affect the management of CSR.

The paper aims to present a conceptual framework for analysing CSR practices in global supply chains. It also seeks to demonstrate how a pioneering Swedish company, IKEA, implements and manages CSR practices at its suppliers.

A case analysis of IKEA illustrates the implementation and management of CSR practices in supply chains. The focus is on internal and external integration of CSR practices in the supply chain. IKEA holds a leading position in its supply chain and is a global brand‐owner. Personal interviews are performed with employees from one of the company's trading areas.

Practising CSR in supply chains requires that CSR is embedded within the entire organisation, including subsidiaries abroad and offshore suppliers. It includes employee training and sharing of experience, training of key personnel at the supplier level, positive incentives for suppliers in the form of long‐term contracts and enlarged purchasing orders, and regular auditing of suppliers' performance.

The paper focuses on CSR practices in a specific company's supply chain. Therefore, the findings cannot be generalised to other companies. Also, the practices have been studied from the perspective of the focal company.

The CSR practices of IKEA can serve as inspiration for other companies that are considering adopting corporate codes of conduct.

The paper presents a company that has a long tradition for working with environmental and social issues. The paper demonstrates how the actual management of CSR practices is determined by context‐dependent factors.

This study aims to investigate sustainable procurement in the UK public sector.

Sustainable procurement is investigated using a questionnaire that draws on established scales for “purchasing social responsibility”. The survey was administered across the UK public sector, and 106 responses were received from procurement officers.

Analysis of quantitative and qualitative survey data reveal there is significant variation across public sector agencies in the nature of sustainable procurement practice. Local authorities have a particularly strong emphasis on buying from local and small suppliers relative to other sectors, health looks generally lower in many categories, and education appears to have something of an emphasis on environmental aspects of sustainable procurement. Cost has been found to be the leading barrier to sustainable procurement, and top management support the leading facilitator.

There is likely to be selection bias in the sample, with those practitioners engaging in the sustainability agenda being more likely to have responded to the questionnaire. The United Kingdom government has an objective amongst the leaders in Europe on sustainable procurement by 2009, and early signs are encouraging that progress towards this goal is underway.

This paper provides the first survey of sustainable procurement practices across the UK public sector. It also provides a conceptual framework of influences upon the propensity to engage in sustainable procurement practice.