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Stakeholder Engagement in a Sustainable Sales and Operations Planning Process

Roscoe, S; Subramanian, N; Prifti, R; Wu, Lin

Authors

S Roscoe

N Subramanian

R Prifti

LIN WU LIN.WU@NOTTINGHAM.AC.UK
Assistant Professor in Operatiosmanagement



Abstract

The purpose of this paper is to understand how companies can transition to a sustainable sales and operations planning process to improve economic, environmental and social performance. Data are collected from a survey of 120 managers in China's manufacturing sector and analyzed using partial least square based structural equation modelling. Drawing on life cycle theory and stakeholder theory, we argue that the conventional S&OP process is internally focused and myopic, which over time leads to path dependencies and structural inertia. We find that firms can break free from this structural inertia by engaging external stakeholder groups that challenge the status quo and prompt organizational change. The paper contributes to theory by combining the key tenets of life cycle theory and stakeholder theory to explain how companies can transition to a sustainable sales and operations planning process.

Journal Article Type Article
Publication Date Jul 21, 2020
Journal Business Strategy and the Environment
Print ISSN 0964-4733
Publisher Wiley
Peer Reviewed Peer Reviewed
APA6 Citation Roscoe, S., Subramanian, N., Prifti, R., & Wu, L. (2020). Stakeholder Engagement in a Sustainable Sales and Operations Planning Process. Business Strategy and the Environment, https://doi.org/10.1002/bse.2594
DOI https://doi.org/10.1002/bse.2594
Keywords Stakeholder Engagement, Sales and Operations Planning; Sustainable Supply Chain Management; Life Cycle Theory; Stakeholder Theory 2
Publisher URL https://onlinelibrary.wiley.com/doi/abs/10.1002/bse.2594

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