How Corporate Social Responsibility and External Stakeholder Concerns Affect Green Supply Chain Cooperation among Manufacturers: An Interpretive Structural Modeling Analysis
Abstract
:1. Introduction
2. Literature Review
2.1. Going Green in Supply Chain
2.2. Green Supply Chain Cooperation
2.3. Influencing Factors for Green Supply Chain Cooperation: CSR and External Stakeholders
3. Research Methodology
3.1. Interpretive Structural Modeling (ISM)
- Step 1.
- Variables (factors, elements or criteria) of the system under consideration are listed.
- Step 2.
- A contextual relationship is established with the variables identified in the first step to determine which pairs of variables should be examined.
- Step 3.
- A structural self-interaction matrix (SSIM) is constructed, indicating pairwise relationships among variables of the system under consideration.
- Step 4.
- A reachability matrix (RM) is developed from the SSIM to be checked for transitivity. The transitivity is a basic assumption declaring that if a variable A is related to B and B is related to C, then A is necessarily related to C.
- Step 5.
- The RM developed in the previous step is partitioned into different levels.
- Step 6.
- A direct graph is drawn based on the relationships given in the RM and the transitive links are removed.
- Step 7.
- The resultant digraph is converted into an ISM with the replacement of variable nodes with statements.
- Step 8.
- The ISM model is then checked for conceptual inconsistency and necessary modifications as well as commentary is made.
3.2. Data Collection
3.3. Building Structural Self-Interaction Matrix (SSIM)
- V: Factor i will help achieve factor j;
- A: Factor j will help achieve factor i;
- X: Factors i and j will help achieve each other; and
- O: Factors i and j are independent.
3.4. Building the Reachability Matrix (RM)
- (1)
- The cell (i, j) of the SSIM containing a “V” should be filled with 1 and the corresponding cell (j, i) should be filled with 0.
- (2)
- The cell (i, j) of the SSIM containing a “A” should be filled with 0 and the corresponding cell (j, i) should be filled with 1.
- (3)
- The cell (i, j) of the SSIM containing a “X” should be filled with 1 and the corresponding cell (j, i) should be filled with 1.
- (4)
- The cell (i, j) of the SSIM containing a “O” should be filled with 0 and the corresponding cell (j, i) should be filled with 0.
3.5. Levels Partitioning and Development of ISM-Based Model
3.6. MICMAC Analysis
4. Results and Discussion
5. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Influencing Factors | Description | Source | |
---|---|---|---|
1 | Information sharing and transparency | Information sharing through the communication systems along the supply chain can be seen as the enabling resources for the development of green capacities within the enterprise as well as across the partners with information exchange and transparency and the cooperation up and down the supply chain. | Hervani et al., 2005; Melville, 2010; Fawcett et al., 2011; Cai et al., 2016 [42,43,44,45] |
2 | Purchasing power enhancement | The purchasing strategy of environmental issues’ involvement enables the enterprises to define an action plan towards suppliers for green purchases. | Handfield et al., 2010; Large and Thomsen, 2011; Walker and Jones, 2012 [46,47,48] |
3 | Top management commitment | The commitment from the top management of an enterprise allows for the devotion of the necessary resources for green cooperation through the supply chain. | Bowen et al., 2001; Pujari et al., 2004; Pagell and Wu, 2009; Hofer et al., 2012; Rehman et al., 2016 [49,50,51,52,53] |
4 | Knowledge management and sharing | Knowledge management encourages learning, sharing and spreading environmental knowledge and technical green initials between enterprises across the chain. | Zhu et al., 2004; Cheng et al., 2008; Gmelin and Seuring, 2014; Lee, 2015 [54,55,56,57] |
5 | Green technology integration | Technological integration with primary suppliers and major customers is believed to be positively linked to environmental performance and cooperation. | Vachon and Klassen, 2006; Gmelin and Seuring, 2014 [34,56] |
6 | Trustful suppliers’ selection | Trust is vital in the cooperation between supply chain partners and the trustful suppliers will enhance their commitment and investment for environmental issues, which is the major consideration for enterprises to select their suppliers. | Zhu and Sakis, 2004; Cheng et al., 2008; Hoejmose et al., 2012; Hartmann and Germain, 2015 [11,55,58,59] |
7 | Monitoring supplier performance | Evaluating and monitoring the performance of suppliers on the basis of environmental criteria is positively linked with the participation of suppliers in during the cooperation across the chain. | Zhu and Sarkis, 2004; Cheng et al., 2008; Walker and Jones, 2012, Hartmann and Germain, 2015 [11,55,48,59] |
8 | Increased social awareness | Social awareness suggests that an enterprise is willing not to take simple compliance but also take the public and partners into consideration in terms of environmental issues. | Sharma, 2000; Seuring, 2004; Mudgal et al., 2010 [60,61,62] |
9 | Maintaining green image | Green image of an enterprises is believed as a driver for implementation and cooperation of green supply chain practices. | Claver et al., 2007; Shang et al., 2010; Gunasekaran and Spalanzani, 2012 [63,64,65] |
10 | Reduction in wastes and emissions | Wastes and emissions reduction will be directly achieved through green supply chain cooperation. | Tseng and Chiu, 2013; Scur and Barbosa, 2017 [66,67] |
11 | Effective and optimized utilization of resources and energy | Improved energy and resources efficiency measures across the supply chain can lead to reduction of environmental impacts. | Figge and Hahn, 2012; Thollander et al., 2013; Liu et al., 2017 [68,69,70] |
12 | Gaining green competitiveness | Green supply chain cooperation should help enterprises to enhance their competitive advantages with pollution reduction, cost saving and productivity increase. | Mittal et al., 2012; Henriques and Catarino, 2016 [71,72] |
13 | Financial incentives from government or community | Financial incentives are the important drivers for enterprises to apply green supply chain practices as well as cooperate with their supply chain partners. | Parker et al., 2009; Liu et al., 2017 [70,73] |
14 | Stakeholders’ green concerns | Pressures and impetus from stakeholders about environmental issues help enhance the implementation of green supply chain practices and cooperation. | Claver et al., 2007; Zhu and Geng, 2013; Lee et al., 2015 [7,63,74] |
15 | Establishing long-term relationship with supply chain partners | Effective green supply chain cooperation can be achieved through long-term relationship with supply chain partners. | Mentzer et al., 2001; Yang et al., 2008; Lee, 2015 [4,57,75] |
16 | Pressures of environmental regulation and legislation | Implementation of legal mechanisms like regulations, legislations and laws are effective to prevent polluting industries from relocation and promote cooperation with supply chain partners. | Govindan et al., 2015; Zheng and Shi, 2017 [76,77] |
17 | Penalties for the noncompliance | Severe penalties are putting pressures on enterprises for not performing green and to seek help and cooperation with their supply chain partners. | Tseng and Chiu, 2013; Neto et al., 2016 [66,78] |
18 | Customers’ environmental concern increase | The increasing green awareness of customers is valued by the supplier chain partners and promotes their cooperation. | Zhang et al., 2013; Hong and Guo, 2018 [21,31] |
19 | Global quality qualification acquisition | Acquiring and applying the environmental qualifications such as ISO 9001 and ISO 140,001 is believed to facilitate the extension of green actions to other supply chain partners. | Handfield et al., 2010; Darnall et al., 2008; de Sousa et al., 2014; Dubey et al., 2015 [46,79,80,81] |
Influencing Factors | 19 | 18 | 17 | 16 | 15 | 14 | 13 | 12 | 11 | 10 | 9 | 8 | 7 | 6 | 5 | 4 | 3 | 2 | 1 |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | V | V | O | A | A | A | A | A | X | O | X | A | O | A | X | X | A | O | X |
2 | O | O | O | O | O | O | O | A | O | O | A | O | A | O | O | O | O | X | |
3 | V | V | O | A | V | A | A | V | V | V | V | X | O | O | V | V | X | ||
4 | V | V | O | A | X | A | A | V | V | V | X | X | V | A | X | X | |||
5 | V | V | O | A | V | A | A | V | V | V | V | X | A | X | X | ||||
6 | V | V | O | A | X | A | A | V | V | V | V | V | V | X | |||||
7 | V | V | O | A | V | A | A | V | V | V | V | V | V | ||||||
8 | X | V | O | A | O | A | A | V | X | V | V | X | |||||||
9 | X | V | O | A | O | A | A | V | A | A | X | ||||||||
10 | V | V | O | A | O | A | A | V | A | X | |||||||||
11 | V | V | O | A | X | A | A | V | X | ||||||||||
12 | X | V | O | A | V | A | A | X | |||||||||||
13 | V | O | O | O | O | V | X | ||||||||||||
14 | V | O | O | A | O | X | |||||||||||||
15 | X | O | O | A | X | ||||||||||||||
16 | V | V | O | X | |||||||||||||||
17 | O | O | X | ||||||||||||||||
18 | A | X | |||||||||||||||||
19 | X |
Influencing Factors | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | 1 | 0 | 0 | 1 | 1 | 0 | 0 | 0 | 1 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 1 |
2 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
3 | 1 | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 |
4 | 1 | 0 | 0 | 1 | 1 | 0 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 |
5 | 1 | 0 | 0 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 |
6 | 1 | 0 | 0 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 |
7 | 0 | 1 | 0 | 0 | 1 | 0 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 |
8 | 1 | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 1 | 1 |
9 | 1 | 1 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 1 | 1 |
10 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 1 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 1 | 1 |
11 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 |
12 | 1 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 |
13 | 1 | 0 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | 0 | 1 |
14 | 1 | 0 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 0 | 0 | 0 | 0 | 1 |
15 | 1 | 0 | 0 | 1 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 0 | 1 | 0 | 0 | 0 | 1 |
16 | 1 | 0 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 0 | 1 | 1 |
17 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 0 |
18 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 |
19 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 |
Influencing Factors | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | Driving Power |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
2 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 |
3 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
4 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
5 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
6 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
7 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
8 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
9 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
10 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
11 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
12 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
13 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 17 |
14 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 0 | 0 | 1 | 1 | 16 |
15 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
16 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 | 0 | 1 | 1 | 17 |
17 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 1 |
18 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 1 |
19 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 1 | 15 |
Dependent power | 16 | 17 | 16 | 16 | 16 | 16 | 16 | 16 | 16 | 16 | 16 | 16 | 1 | 3 | 16 | 1 | 1 | 17 | 16 |
Influencing Factors | Reachability Set | Antecedent Set | Intersection Set | Level |
---|---|---|---|---|
1 | 1,2,3,4,5,6,7,8,9,10,11,12,15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
2 | 2 | 1,2,3,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 2 | 1 |
3 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
4 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
5 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
6 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
7 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
8 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
9 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
10 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
11 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
12 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
13 | 1,2,3,4,5,6,7,8,9,10,11,12,13,14,15,18,19 | 13 | 13 | 4 |
14 | 1,2,3,4,5,6,7,8,9,10,11,12,14,15,18,19 | 13,14,16 | 14 | 3 |
15 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
16 | 1,2,3,4,5,6,7,8,9,10,11,12,14,15,16,18,19 | 16 | 16 | 4 |
17 | 17 | 17 | 17 | 1 |
18 | 18 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,18,19 | 18 | 1 |
19 | 1,2,3,4,5,6,7,8,9,10,11,12, 15,18,19 | 1,3,4,5,6,7,8,9,10,11,12,13,14,15,16,19 | 1,3,4,5,6,7,8,9,10,11,12,15,19 | 2 |
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Huang, X.; Yang, S.; Shi, X. How Corporate Social Responsibility and External Stakeholder Concerns Affect Green Supply Chain Cooperation among Manufacturers: An Interpretive Structural Modeling Analysis. Sustainability 2021, 13, 2518. https://doi.org/10.3390/su13052518
Huang X, Yang S, Shi X. How Corporate Social Responsibility and External Stakeholder Concerns Affect Green Supply Chain Cooperation among Manufacturers: An Interpretive Structural Modeling Analysis. Sustainability. 2021; 13(5):2518. https://doi.org/10.3390/su13052518
Chicago/Turabian StyleHuang, Xiangmeng, Shuai Yang, and Xiaolan Shi. 2021. "How Corporate Social Responsibility and External Stakeholder Concerns Affect Green Supply Chain Cooperation among Manufacturers: An Interpretive Structural Modeling Analysis" Sustainability 13, no. 5: 2518. https://doi.org/10.3390/su13052518
APA StyleHuang, X., Yang, S., & Shi, X. (2021). How Corporate Social Responsibility and External Stakeholder Concerns Affect Green Supply Chain Cooperation among Manufacturers: An Interpretive Structural Modeling Analysis. Sustainability, 13(5), 2518. https://doi.org/10.3390/su13052518