Search results

The purpose of this study is to empirically investigate the impact of institutional pressures, institutional logics and institutional complexity on Sustainable Supply Chain Management (SSCM) practices across mixed public and private sector supply chains.

Multi-case study data were collected from three tiers of food and catering supply chains: the customer/consumer tier; focal public sector UK Universities; and private sector suppliers/contractors.

The findings indicate that: normative and mimetic pressures are more prevalent in focal Universities, compared to suppliers; there is typically no single dominant logic across these supply chains; and the multiplicity of institutional logics (e.g. sustainability logic versus financial logic) increases institutional complexity. Therefore, in the typical case of homogeneity in terms of institutional pressures and logics, e.g. with a dominant sustainability logic throughout the supply chain, radical change in SSCM practices is facilitated. In contrast, in the more typical case when there is heterogeneity, with competing logics at different supply chain tiers, this limits SSCM to more incremental changes in practices.

This study is limited to three tiers of the food and catering supply chains of UK Universities.

To aid in the successful implementation of SSCM, this study suggests a need for managers to develop an initial understanding of the prevailing institutional logics and pressures at different tiers of the supply chain.

A number of the SSCM practices studied address social sustainability.

No previous studies have empirically investigated the impact of institutional complexity in the context of SSCM practices across supply chains, involving both mixed public and private sector organisations.

The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building resilience.

Multiple case study analysis of 14 firms in the food sector is presented in the context of the UK’s impending exit from the European Union (Brexit). Organisations studied include farmers, processors, retailers and non-government organisations (NGOs). Data from interviews and roundtable discussions has been interpreted using the dynamic capabilities perspective, covering the sensing, seizing, and transforming stages.

The data highlights the importance of both vertical and horizontal collaboration between supply chain actors as they seek to anticipate the impact of the disruption and influence the future shape of the constitution. There is also evidence to suggest firms in possession of dynamic capabilities can innovate to build resilience and enhance their competitive position. Characteristics of the disruption posed by constitutional change are identified and contrast with those of many other threats more typically described in the literature. As a result, the process of building resilience is different.

The study could be extended to include post-Brexit interviews to further understand the seizing and transforming stages whilst the impact of Brexit on actors that remain within the EU could also be considered.

Practitioners need to work together to influence the future shape of the constitution; and they need to reconfigure their operations and supply chains where necessary to become more resilient to the threat posed by Brexit, such as by reducing their reliance on EU funding streams and trade. The study also has policy implications.

The first study of supply chain resilience to constitutional change and a rare empirical study of resilience across multiple supply chain tiers.

Major constitutional change is rare and thus has unknown implications for supply chain partners. Member firms within local food supply chains in the UK can best protect their interests in the wake of Brexit through close collaboration and by identifying and exploiting key dynamic capabilities. This can increase their individual and collective resilience and potential ability to influence future decisions relating to the constitution.

Given the growing supply of wines and the large number of new consumers with purchasing power but lacking knowledge of the subtleties of high-quality wines, expert opinions are used for consumers as proxies for quality. This study aims to determine the determinants of prices in top-quality wine market. The authors also seek to estimate the role for country of origin, grape, producing region and winery in prices. And, finally, the authors try to show how countries, regions and wineries can help increase their position in international rankings.

The authors try to answer: What factors explain the price of top-quality wines (defined as best rated in a standardized ranking)? To some extent, in the hands of producers influence prices, which imply long-term decisions or large investments in land and marketing. Other variables that consumer value does affect prices. The authors try also to detect undervalued or overvalued wines, grapes, regions, wineries or producer countries. The authors estimate an econometric model of hedonic prices using a 14-year sample of the Wine Spectator’s 100 top-rated wines for the American market between 2003 and 2016, totaling 1,400 observations. The sample is a great cross-section because each wine is unique.

The authors’ contribution is twofold: the determination of the price explanatory values and the identification and attribution of price differences by country, grape, region and winery. Also, the authors detected grapes, countries, regions and wineries which are overvalued or undervalued with respect to the average prediction of the model.

The findings are useful to understand the role of price explanatory variables, as well as for making policy and managerial decisions. From the model, collective or managerial actions can be derived to increase particular wines’ positions in international rankings. The proxy for “quality” in the study is not the only possible definition.

In some cases, managerial choices could be conditioned by the policies or history. There is some room for collective action and public policies to improve regions’ and countries’ reputation.

There are clear synergies for policies that can raise the prestige of countries and regions and their spillovers on the brand name reputation of individual wineries.

The results, policy and managerial implications are of interest for business, countries interested in improving their position in international rankings and for consumers to make more informed decisions.