The evolution from corporate social responsibility to supply chain responsibility: the case of Waitrose
The evolution from corporate social responsibility to supply chain responsibility: the case of Waitrose
The Authors
Laura Spence, Centre for Research into Sustainability, School of Management, Royal Holloway, University of London, Egham, UK
Michael Bourlakis, Business School, Brunel University, Uxbridge, UK
Acknowledgements
The research on which this paper is in part based was funded by the Institute for Business Ethics. The authors would like to thank seminar participants at Cardiff Business School and the School of Management at Bath University for feedback on earlier versions of this work.
Abstract
Purpose – This paper aims to investigate the evolution from corporate social responsibility to supply chain responsibility via the examination of Waitrose, a leading UK food retailer. These two concepts differ substantially and illustrate contrasting approaches in terms of social responsibility development and application.
Design/methodology/approach – A qualitative case study methodology is used where managers from Waitrose and its suppliers, industry experts and representatives from professional bodies are interviewed. An observation of an ethical audit with a Waitrose supplier was also conducted.
Findings – Findings show an example of good practice in the area of corporate social responsibility in the supply chain and illustrate the substantive progress that can be made in achieving supply chain responsibility. At the same time, the paper provides the specific challenges in developing from a corporate social watchdog approach to one in which the power in the chain is more balanced and where a holistic approach requires to be taken to achieve social responsibility.
Originality/value – Considering the scarcity of work examining empirically the issue of corporate social responsibility in food supply chains, this study demonstrates an evolutionary process and its stages based on an examination of Waitrose 's supply chain and the corporate social
The Authors
Laura Spence, Centre for Research into Sustainability, School of Management, Royal Holloway, University of London, Egham, UK
Michael Bourlakis, Business School, Brunel University, Uxbridge, UK
Acknowledgements
The research on which this paper is in part based was funded by the Institute for Business Ethics. The authors would like to thank seminar participants at Cardiff Business School and the School of Management at Bath University for feedback on earlier versions of this work.
Abstract
Purpose – This paper aims to investigate the evolution from corporate social responsibility to supply chain responsibility via the examination of Waitrose, a leading UK food retailer. These two concepts differ substantially and illustrate contrasting approaches in terms of social responsibility development and application.
Design/methodology/approach – A qualitative case study methodology is used where managers from Waitrose and its suppliers, industry experts and representatives from professional bodies are interviewed. An observation of an ethical audit with a Waitrose supplier was also conducted.
Findings – Findings show an example of good practice in the area of corporate social responsibility in the supply chain and illustrate the substantive progress that can be made in achieving supply chain responsibility. At the same time, the paper provides the specific challenges in developing from a corporate social watchdog approach to one in which the power in the chain is more balanced and where a holistic approach requires to be taken to achieve social responsibility.
Originality/value – Considering the scarcity of work examining empirically the issue of corporate social responsibility in food supply chains, this study demonstrates an evolutionary process and its stages based on an examination of Waitrose 's supply chain and the corporate social
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