Lauriane Robert, Rachel Bocquet and Elodie Gardet
This study aims to identify intra-organisational drivers that enhance the implementation of a purchasing social responsibility (PSR) approach and drivers that influence PSR…
Abstract
Purpose
This study aims to identify intra-organisational drivers that enhance the implementation of a purchasing social responsibility (PSR) approach and drivers that influence PSR throughout the phases of the process.
Design/methodology/approach
The conceptual framework presents PSR as a process, rather than merely a decision. It focuses on three dimensions (centralisation, specialisation and formalisation) to highlight the role and evolution of key drivers through a three-phase process (set-up, operating and sustaining). The empirical analysis is based on a single qualitative case study of Société Nationale des Chemins de Fer Français (SNCF), France’s state-owned railway company, which is particularly advanced in its PSR-related practices.
Findings
The intra-organisational drivers differ according to the phase of the PSR process. Transitions across the three phases entail organisational adaptation, which require the company to transform from a mechanistic to an organic structure.
Research limitations/implications
This research contributes to a better understanding of the PSR implementation process through an in-depth study focused on intra-organisational drivers. Although relatively understudied, these drivers play important roles.
Practical implications
This study identifies operational, intra-organisational leverage actions that can benefit firms that aim to adopt or maintain a PSR approach. It also provides comprehensive guidance for activating these leverages throughout the PSR implementation process, and it helps firms identify their level of PSR.
Originality/value
This study proposes the first processual, organisational interpretation of PSR approaches.
Details
Keywords
This paper, using a case study on Jibu, a water distribution chain that distributes bottled water in Africa, aims to underline the importance of social relationships and…
Abstract
Purpose
This paper, using a case study on Jibu, a water distribution chain that distributes bottled water in Africa, aims to underline the importance of social relationships and communication within franchise chains operating in the social sector in developing countries and their contribution to the clarification of the concept of social franchising.
Design/methodology/approach
The research is based on a case study of Jibu, a water distribution chain composed of 122 franchised units and 2,100 independent retailers. The primary data were gathered through an analysis of in-depth interviews with 67 people (Jibu co-founder, headquarters staff, franchisees, micro-franchisees and customers) in Uganda and Rwanda.
Findings
The findings showed that the extent and richness of social relationships and communication existing within the Jibu chain are not limited to top-down and build a feeling of belonging to a family. These social relationships and communication are key characteristics of social franchising.
Practical implications
This research can assist franchise experts, franchisors and franchisees to better assess the importance of social relationships and communication in social franchise chains in developing countries and help national and local governments better understand how franchising works in the social sector.
Social implications
Franchising is not limited to hotels, restaurants and retail businesses. Franchising can be applied to businesses that have social goals, in addition to profit goals. For example, the Jibu franchise is a relevant and efficient solution to providing the African people with access to drinking water at an affordable resale price. This paper, thus, contributes to increasing the awareness of this franchising phenomenon in social sectors in developing countries and in Africa, in particular.
Originality/value
Access to drinking water is an important issue in many developing countries, above all in African countries. Franchised water services are an innovation in terms of a business model in developing countries with micro-treatment plants run by franchisees and small units run by micro-franchisees or retailers, both franchisees and micro-franchisees being local entrepreneurs.