Organizations have an obligation not only to create wealth
for their shareholders, but also to address wider stakeholder issues that are
not necessarily of economic value. As organizations face stiff pressure from
various stakeholders. To achieve this, environmental and social concerns are
considered as pertinent issues to attain sustainability. This study
investigates how stakeholder salience, based on stakeholder power, legitimacy
and urgency impacts on Sustainable Supply Chain Management (SSCM) practices.
The study adopts a case study design, focusing on Safaricom,
one of Africa’s most innovative telecommunication firms. This in-depth case
study solicited data from management and selected stakeholders, including
communities, telecoms regulators, corporate customers, and suppliers to
represent different salience levels. The study used semi-structured interview
protocols to solicit data which was analyzed using content analysis.
The findings revealed that the more attributes a stakeholder
has, the more attention they receive and consequently the greater their influence
on Safaricom’s SSCM practices. In order to effectively manage stakeholder
expectations, Safaricom managers needed to determine which should be
prioritized while sustaining the firm’s bottom line. Future research should be
done on stakeholder salience, SSCM practices and TBL performance outcomes in
diverse socio-economic contexts to explore the impact of various stakeholder
interests on the cellular industry. There is also need for further study on
stakeholder salience, SSCM practices and TBL performance outcomes in the food
sector in Africa.
Author(s) Details
Ombati Thomas Ogoro
Management Science, School of Business, University of
Nairobi, Nairobi, Kenya.
Philip Hirschsohn
Department of Management and Entrepreneurship, Economic and
Management Sciences, University of Western Cape, Cape Town, South Africa.
Please see the book here:- https://doi.org/10.9734/bpi/crbme/v6/7738C
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