THE ROLE OF SUPPLY MANAGEMENT CAPABILITIES IN GREEN SUPPLY

Production and Operations Management - Tập 10 Số 2 - Trang 174-189 - 2001
Frances Bowen1,2, Paul D. Cousins3,4, Richard Lamming5,4, ADAM C. FARUKT6,4
1Frances E. Bowen was a Research Officer at the School of Management, University of Bath when this study was undertaken. She is now a Lecturer at Sheffield University Management School and teaches primarily Business Economics and Strategy. She has recently completed her Ph.D. on the implementation of environmental initiatives at the operating unit level of large, multi-unit firms in the UK. Dr Bowen's other research interests include corporate social responsibility, organizational slack, and R &Dstrategy.
2Sheffield University Management School, Sheffield S1 4DT, United Kingdom
3Paul Cousins is a Lecturer in Operations and Supply Management at the University of Bath's School of Management. He holds a degree in Informatics from Sheffield University, and MBA and Ph.D. degrees from the University of Bath. Dr Cousins has worked as an Expeditor, Buyer, and Chief Buyer for Westland Helicopters, and as a Senior Contracts Negotiator for Sikorsky Aircraft in the U.S. Most recently he worked for A. T. Kearney Limited, where he was responsible for Supplier Development within the firm and worked globally with major blue chip organizations in the area of supply strategy and relationship management.
4School of Management, University of Bath, Bath BA2 7AY, United Kingdom
5Richard Lamming is CIPS Professor of Purchasing and Supply Management at the School of Management, University of Bath (UK), where he is Director of the Centre for Research in Strategic Purchasing and Supply. From 1986 to 1990 Dr. Lamming was a senior member of the International Motor Vehicle Programme, based at the Massachusetts Institute of Technology and Science Policy Research Unit, University of Sussex (UK). He was part of the small team that contributed to the best-selling book, The Machine That Changed the World (1990). In 1993 he established the concept of lean supply in Beyond Partnership: Strategies for Innovation and Lean Supply (Prentice Hall).
6Adam Faruk was a Research Officer at the School of Management, University of Bath, at the time this research was completed. His background is in ecology and environmental science, and he has worked for several public and private organizations completing research and consultancy projects.

Tóm tắt

Managers realize that they should avoid complex green supply initiatives when they do not have the capabilities to implement them. However, they have little guidance on how these capabilities can be developed. This paper provides an initial analysis of the role of supply management capabilities in green supply. We argue that the implementation of green supply is better explained by focusing on the development and deployment of an organization's specialized internal resources, rather than by the more usual focus on external environmental pressures on a firm. Further, we argue that capabilities appropriate for green supply are developed by a proactive corporate environmental stance and by a more strategic purchasing and supply management approach. We test our model using data from a two‐phase survey of 70 operating units within UK public limited companies. Our results indicate support for our conjecture that supply management capabilities are jointly developed by a proactive corporate environmental approach and a strategic purchasing and supply process. Our study results should be useful to business strategists, regulators, and researchers interested in the predictors of corporate green behavior. They should also assist future researchers in many branches of environmental management who are seeking to explore the role of the internal capabilities of firms in supporting environmental management.

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Production and Operations Management

Tập 10 Số 2

174-189

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