The last decades have witnessed profound changes in the nature of production in the Asia-Pacific region as multinational corporations (MNCs) have pursued complex, cross-border production and distribution systems. This process has precipitated the integration of the APEC region through the emergence of global supply chains and global value chains. Increasingly connected global supply chains have created new opportunities for businesses, especially for small and medium-sized enterprises (SMEs) in developing economies of the region, as they become important suppliers for MNCs. However, the development of unprecedented levels of cross-border production sharing has also brought new challenges for both business managers and public policymakers.

Management of social issues in supply chain is increasingly becoming challenging and complex. The major challenges for a firm to counter social issues come from both internal and external stakeholders. Thus, firms adopt strategies which, while meeting the stakeholder demands also ensure performance improvements. Corporate social responsibility (CSR) is adopted by the firms to address social and societal issues while achieving performance in their supply chains. Supplier development (SD) by the virtue of bringing performance improvement is a core element in implementing CSR. However, research at the intersection of CSR, Supply Chain Management (SCM) and supplier development rarely give insights into the interactions between economic and social performance in supply chains.

The main aim of this dissertation is to bring three different streams of literature (CSR, SCM and SD) and provide conceptual and empirical insights while investigating the role of SD as CSR in achieving performance improvements. Firstly, a conceptual framework based on the literature review is proposed providing more in-depth comprehension of CSR in supply chain. Secondly, based on the previous framework, a conceptual framework focusing on supplier development is proposed adding to the understanding of buyer-supplier relationships and its impact on performance outcomes. Finally empirical investigations into the Dairy supply chain in India using the constructs from these two frameworks, provide insights into the role of SD as CSR. Thus, this dissertation provides insights into the management of social issues in supply chains and makes valuable contributions at the intersection of CSR, SCM and SD.

This book attempts to clarify the social responsibility of business along global supply chains beyond mere profit maximisation as famously argued by Milton Friedman. In this context, corporate social responsibility (CSR) is understood as the responsibility of business to align corporate policies and procedures with commonly accepted ethical standards and to respect stakeholders’ rights in day-to-day business. As such, CSR is by no means voluntary but constitutes a fundamental prerequisite for companies to keep their license to operate for sustainaable growth and survival in an ever more competitive global market. Inspired by Germany' recent efforts to regulate global supply chains, Germany's Due Diligence Act is analysed in terms of its potential and limitations to promote responsible business practices and complemented by alternative approaches for more co-responsibility of business globally.

Inhaltsangabe:Introduction: Global changes of the worldwide economy and free markets offer many business opportunities and advantages for multinational corporations (MNC), but also a lot of social challenges and ecological threats. In the last decades many scandals hit various industries for different casualities, for instance the oil industry for several oil spills, the mining industry for colaboration with corrupt governments and exposing workers to unsafe labor conditions, the clothing industry for exploiting employees or using child labor in sweatshops, the toy industry and other industries for importing tainted and unsecure products from China. As corporations have reaped the benefits of globalization and international trade, they are now, more than ever, demanded to take responsibility for the consequences resulting from their business activities. Due to the risk of a damaged reputation, loosing consumers and hence decreasing profits and as a result of public criticism, more and more corporations are pushed to change their business strategy in a way that fosters sustainable development. As the business world becomes smaller and more transparent, an increasing number of corporations are embracing Corporate Social Responsibility (CSR) to demonstrate their stewardship. CSR is a concept that demands corporations to adress the economic, social and environmental impacts of their global operations while generating profits. The idea of CSR has become a concept that is growing in its importance and it is not only endorsed by corporations and organizations but also by individual consumer and governments. Henry Ford quoted once If there is any one secret of success, it lies in the ability to get the other person s point of view and see things form that person s angle as well as from your own. This statement shows that companies striving to be economically successful are also demanded to consider the interests of all its multiple stakeholders. As corporations are gaining an increasing power and have an enourmous impact on the society in industrialized and developing countries, they are expected to respond to the societal demands and ecological concerns of all those who are affected by a company s business practices. The aim of this paper is to give a detailed overview of CSR with all its components and its implementation process into the overall business strategy. It analyzes the role corporations play or should play in fostering sustainable [...]

The vast majority of businesses globally are small. If business is to be socially responsible, we need to go beyond the westernised concept of 'Corporate Social Responsibility', to develop 'Small Business Social Responsibility'. This agenda-setting Research Handbook on Small Business Social Responsibility includes leading research from around the world, including developed and developing country contexts. It provides a foundation for the further development of small business social responsibility as a scholarly subject and crucially important practice and policy field.

At the start of the 21st century manufacturing is in the midst of a major transformation, with goods moving from factories in São Paulo, Ho Chi Minh and Guanzhou to the shelves of stores in New York, Hamburg and Sydney. As production of goods has become increasingly global, with an impact on workers and societies around the world, the ILO has sought to answer the challenging question: how best to implement voluntary corporate initiatives in value chains that stretch around the globe from a constantly changing supply base of factories both large and small? In order to address growing pressures from stakeholders, a number of global companies have adopted codes of conduct with the aim of influencing the practices of their suppliers in less-developed countries and providing a baseline of expected standards. Typically, codes of conduct draw on international labour standards, setting guidelines on a range of issues, including child labour, forced labour, wages and benefits, working hours, disciplinary practices, the right to freedom of association, health and safety, and environmental practices. Notwithstanding the array of initiatives that has emerged, anecdotal evidence suggests that, in many cases, managers both at the company and supplier level have struggled and continue to struggle with the issue of how to implement their codes of conduct. Based on interviews with hundreds of managers, activists, government officials, factory workers and workers' representatives, Implementing Codes of Conduct represents the most extensive research conducted to date into the emerging nature of corporate social responsibility and global supply chains. Its objective is to provide useful examples and lessons learned to companies, policy-makers and others interested in implementing their own code of conduct or who are actively involved in this field. This book has broad implications for firms that are serious about seeing the social and environmental objectives expressed in their corporate codes become a reality at the supplier level – implications that stretch from the boardroom to the factory floor. The book presents a model that maps a route from the creation of a vision to its implementation at the operational level. Based on research conducted in the sports footwear, apparel and retail sectors, this book provides a detailed account of the approaches currently used by leading brands and retailers and practical suggestions for other companies to follow in addressing social pressures. Given an increasingly clear link between corporate social responsibility and profits, this book serves as an invaluable tool in assisting those interested in balancing the complex demands of society and competitive concerns.