The role of orientation towards sustainability in supply chains Insights from empirical experiences

Purpose The purpose of this paper is to analyse how a company's orientation enables sustainable practices in its supply chains. Specifically, it focusses on how the strategic orientation of a company may stimulate new behaviours in supply chains. Design/methodology/approach Two in-depth qualitative case studies were conducted. Each company's orientation to sustainable supply chains was studied using cross-case analysis. Findings The organisations in this study have a market-driving (i.e. proactive) orientation instead of market-driven (i.e. responsive) behaviour. Using analysis from the process of change for sustainability and explaining some challenges faced by both organisations, findings indicate that a corporate strategy of sustainability modified the companies' management processes, even for the company that changed its orientation during the time (i.e. sustainability was not the main strategy at first). Practical examples of actions are provided to illustrate the study's conclusion that a corporate orientation towards sustainability is an enabling factor in developing sustainable supply chain management (SCM). Originality/value The paper examines an underexplored debate regarding to how strategic orientations are related to sustainable SCM, focussing on both market-driving (i.e. proactive) and market-driven (i.e. responsive) orientations.