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Pushing or Sharing as Value‐driven Strategies for Societal Change in Global Supply Chains: Two Case Studies in the British–South African Fresh Fruit Supply Chain

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  • Claribel Muller
  • Walter J. V. Vermeulen
  • Pieter Glasbergen

Abstract

Business strategy is linked to organisational values and culture, which is determined to some extent by national culture. This can provide a challenge in a global supply chain where culture and values at one end of the chain do not correspond with culture at the other end. This paper contends that shared values contribute to effective sustainability changes in supply chains. Two case studies from the South African–British fresh fruit export chain present two contrasting business strategies for achieving socially sustainable practices: (i) a unilateral, prescriptive approach (pushing), mirroring a paternalistic value system, in which a company prescribes norms of socially responsible behaviour at the ground level (the Tesco case) and; (ii) a bilateral, collaborative approach (sharing) in which business and non‐governmental organisations work together to improve working conditions (the Waitrose case). Outcomes of these approaches are observed over a 3‐year period. It is concluded that within this specific supply chain a shared value approach is a more successful initiative than paternalistic pushing initiatives. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.

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  • Claribel Muller & Walter J. V. Vermeulen & Pieter Glasbergen, 2012. "Pushing or Sharing as Value‐driven Strategies for Societal Change in Global Supply Chains: Two Case Studies in the British–South African Fresh Fruit Supply Chain," Business Strategy and the Environment, Wiley Blackwell, vol. 21(2), pages 127-140, February.
    • Handle: RePEc:bla:bstrat:v:21:y:2012:i:2:p:127-140
    DOI: 10.1002/bse.719
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    5. Adolfo Carballo‐Penela & Ingrid Mateo‐Mantecón & Sergio Alvarez & Juan Luis Castromán‐Diz, 2018. "The Role of Green Collaborative Strategies in Improving Environmental Sustainability in Supply Chains: Insights from a Case Study," Business Strategy and the Environment, Wiley Blackwell, vol. 27(6), pages 728-741, September.
    6. Hadjielias, Elias & Christofi, Michael & Vrontis, Demetris & Khan, Huda, 2022. "Social impact through family firms’ interorganizational relationships within a community and a cooperative: An embedded view of stewardship," Journal of Business Research, Elsevier, vol. 139(C), pages 584-601.
    7. Nelly Oelze & Stefan Ulstrup Hoejmose & Andre Habisch & Andrew Millington, 2016. "Sustainable Development in Supply Chain Management: The Role of Organizational Learning for Policy Implementation," Business Strategy and the Environment, Wiley Blackwell, vol. 25(4), pages 241-260, May.
    8. Uwafiokun Idemudia, 2017. "Environmental Business–NGO Partnerships in Nigeria: Issues and Prospects," Business Strategy and the Environment, Wiley Blackwell, vol. 26(2), pages 265-276, February.
    9. Siemieniako, Dariusz & Kubacki, Krzysztof & Mitręga, Maciej, 2021. "Inter-organisational relationships for social impact: A systematic literature review," Journal of Business Research, Elsevier, vol. 132(C), pages 453-469.
    10. Helen Etchanchu & Marie-Laure Djelic, 2019. "Old Wine in New Bottles? Parentalism, Power, and Its Legitimacy in Business–Society Relations," Journal of Business Ethics, Springer, vol. 160(4), pages 893-911, December.

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