The impact of supply chain leadership and followership on CSR: an empirical study about a Portuguese energy supplier

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dc.contributor.authorFontoura, Pedro
dc.contributor.authorCoelho, Arnaldo
dc.date.accessioned2020-04-21T08:16:55Z
dc.date.available2020-04-21T08:16:55Z
dc.date.issued2020
dc.description.abstract-translatedPurpose: The aim of this investigation is to identify the impact of the supply chain leadership (SCL) and followership (SCF) on corporate social responsibility (CSR), considering the moderator role of the supply chain leadership dependency (SCLD). Additionally, we considered the mediating effects of information sharing (IS), shared values (SV) and purchasing social responsibility (PSR), since these variables may help understand the chain of effects that leads to a sustainable supply chain. Methodology: This study uses a structured questionnaire to gather data from a cross-sectional sample of 425 supply chain partners from the biggest Portuguese’s energy supplier. Structural Equation Modelling is used to test the proposed hypotheses, and a multi-group analysis is conducted to find how suppliers’ dependency can impact on the suggested relationships. Findings: SCL has a positive impact on IS, SV and PSR while SCF has a positive impact on IS and SV. IS, PSR and SV have a positive impact on CSR. SCF has a direct impact on CSR, while SCL only shows indirect effects throughout the effects of the mediating variables. Dependency appears to moderate some of the proposed relationships. Implications/Originality: Better understanding the impacts and the chain of effects between supply chain leadership and CSR, also considering the role of dependency as moderating variable. The overall results may support the importance of a truly sustainable business leadership capable to promote social responsibly along the entire supply chain. It is a new approach of supply chain management, identifying how a social responsible company may lead their suppliers to adopt and develop a true and committed social responsible behaviour, and contribute to a better world. Limitations: The research considers only one company suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations to improve the possibility of generalisations.en
dc.format18 s.cs
dc.format.mimetypeapplication/pdf
dc.identifier.citationE+M. Ekonomie a Management = Economics and Management. 2020, roč. 23, č. 1, s. 75-92.cs
dc.identifier.doihttps://dx.doi.org/10.15240/tul/001/2020-1-006
dc.identifier.issn2336-5604 (Online)
dc.identifier.issn1212-3609 (Print)
dc.identifier.urihttp://hdl.handle.net/11025/36888
dc.language.isoenen
dc.publisherTechnická univerzita v Libercics
dc.rightsCC BY-NC 4.0en
dc.rights.accessopenAccessen
dc.subjectvedení dodavatelského řetězcecs
dc.subjectsledování dodavatelského řetězcecs
dc.subjectnákup sociální odpovědnostics
dc.subjectspolečenská odpovědnost podnikůcs
dc.subject.translatedsupply chain leadershipen
dc.subject.translatedsupply chain followershipen
dc.subject.translatedpurchasing social responsibilityen
dc.subject.translatedcorporate social responsibilityen
dc.titleThe impact of supply chain leadership and followership on CSR: an empirical study about a Portuguese energy supplieren
dc.typečlánekcs
dc.typearticleen
dc.type.statusPeer-revieweden
dc.type.versionpublishedVersionen

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