The influence of triple bottom line on international operations management
Autor(a) principal: | |
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Data de Publicação: | 2017 |
Outros Autores: | , , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | JOSCM. Journal of Operations and Supply Chain Management |
Texto Completo: | https://periodicos.fgv.br/joscm/article/view/64193 |
Resumo: | This paper takes a triple bottom line perspective to analyze how the international operations literature integrates economic, social, and environmental issues. Additionally, it shows the main drivers of and barriers to the adoption of triple bottom line practices by companies in an international context. We conducted a literature review in English language journals which publish research of production and operations management and sustainability, resulting in a final sample of 29 papers. Results show that social and legal pressure for companies to adopt a responsible behavior prompts an isomorphic process that leads them to conduct their operations on behalf of triple bottom line goals. Behavioral differences between spin-offs in various countries caused institutions to create mechanisms that can press and change private standards through regulation and enforcement. There is room for progress in studies that seek to analyze the company’s relationships in its international experience and its multi-institutional relations. |
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JOSCM. Journal of Operations and Supply Chain Management |
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The influence of triple bottom line on international operations managementTriple bottom lineinternational operations managementsustainable operationslegal and social pressureliterature review.This paper takes a triple bottom line perspective to analyze how the international operations literature integrates economic, social, and environmental issues. Additionally, it shows the main drivers of and barriers to the adoption of triple bottom line practices by companies in an international context. We conducted a literature review in English language journals which publish research of production and operations management and sustainability, resulting in a final sample of 29 papers. Results show that social and legal pressure for companies to adopt a responsible behavior prompts an isomorphic process that leads them to conduct their operations on behalf of triple bottom line goals. Behavioral differences between spin-offs in various countries caused institutions to create mechanisms that can press and change private standards through regulation and enforcement. There is room for progress in studies that seek to analyze the company’s relationships in its international experience and its multi-institutional relations.FGV EAESP2017-12-15info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://periodicos.fgv.br/joscm/article/view/6419310.12660/joscmv10n2p85-99Journal of Operations and Supply Chain Management; Vol. 10 No. 2 (2017): July - December; 85-99Journal of Operations and Supply Chain Management; v. 10 n. 2 (2017): July - December; 85-991984-3046reponame:JOSCM. Journal of Operations and Supply Chain Managementinstname:Fundação Getulio Vargas (FGV)instacron:FGVenghttps://periodicos.fgv.br/joscm/article/view/64193/pdf_36Copyright (c) 2017 Journal of Operations and Supply Chain Managementinfo:eu-repo/semantics/openAccessFlores, Francisco SperottoGavronski, IuriNardi, ViniciusHaag, Roselei2017-12-15T12:44:27Zoai:ojs.periodicos.fgv.br:article/64193Revistahttp://bibliotecadigital.fgv.br/ojs/index.php/joscmPRIhttp://bibliotecadigital.fgv.br/ojs/index.php/joscm/oai||joscm@fgv.br1984-30461984-3046opendoar:2017-12-15T12:44:27JOSCM. Journal of Operations and Supply Chain Management - Fundação Getulio Vargas (FGV)false |
dc.title.none.fl_str_mv |
The influence of triple bottom line on international operations management |
title |
The influence of triple bottom line on international operations management |
spellingShingle |
The influence of triple bottom line on international operations management Flores, Francisco Sperotto Triple bottom line international operations management sustainable operations legal and social pressure literature review. |
title_short |
The influence of triple bottom line on international operations management |
title_full |
The influence of triple bottom line on international operations management |
title_fullStr |
The influence of triple bottom line on international operations management |
title_full_unstemmed |
The influence of triple bottom line on international operations management |
title_sort |
The influence of triple bottom line on international operations management |
author |
Flores, Francisco Sperotto |
author_facet |
Flores, Francisco Sperotto Gavronski, Iuri Nardi, Vinicius Haag, Roselei |
author_role |
author |
author2 |
Gavronski, Iuri Nardi, Vinicius Haag, Roselei |
author2_role |
author author author |
dc.contributor.author.fl_str_mv |
Flores, Francisco Sperotto Gavronski, Iuri Nardi, Vinicius Haag, Roselei |
dc.subject.por.fl_str_mv |
Triple bottom line international operations management sustainable operations legal and social pressure literature review. |
topic |
Triple bottom line international operations management sustainable operations legal and social pressure literature review. |
description |
This paper takes a triple bottom line perspective to analyze how the international operations literature integrates economic, social, and environmental issues. Additionally, it shows the main drivers of and barriers to the adoption of triple bottom line practices by companies in an international context. We conducted a literature review in English language journals which publish research of production and operations management and sustainability, resulting in a final sample of 29 papers. Results show that social and legal pressure for companies to adopt a responsible behavior prompts an isomorphic process that leads them to conduct their operations on behalf of triple bottom line goals. Behavioral differences between spin-offs in various countries caused institutions to create mechanisms that can press and change private standards through regulation and enforcement. There is room for progress in studies that seek to analyze the company’s relationships in its international experience and its multi-institutional relations. |
publishDate |
2017 |
dc.date.none.fl_str_mv |
2017-12-15 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://periodicos.fgv.br/joscm/article/view/64193 10.12660/joscmv10n2p85-99 |
url |
https://periodicos.fgv.br/joscm/article/view/64193 |
identifier_str_mv |
10.12660/joscmv10n2p85-99 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
https://periodicos.fgv.br/joscm/article/view/64193/pdf_36 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2017 Journal of Operations and Supply Chain Management info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Copyright (c) 2017 Journal of Operations and Supply Chain Management |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
FGV EAESP |
publisher.none.fl_str_mv |
FGV EAESP |
dc.source.none.fl_str_mv |
Journal of Operations and Supply Chain Management; Vol. 10 No. 2 (2017): July - December; 85-99 Journal of Operations and Supply Chain Management; v. 10 n. 2 (2017): July - December; 85-99 1984-3046 reponame:JOSCM. Journal of Operations and Supply Chain Management instname:Fundação Getulio Vargas (FGV) instacron:FGV |
instname_str |
Fundação Getulio Vargas (FGV) |
instacron_str |
FGV |
institution |
FGV |
reponame_str |
JOSCM. Journal of Operations and Supply Chain Management |
collection |
JOSCM. Journal of Operations and Supply Chain Management |
repository.name.fl_str_mv |
JOSCM. Journal of Operations and Supply Chain Management - Fundação Getulio Vargas (FGV) |
repository.mail.fl_str_mv |
||joscm@fgv.br |
_version_ |
1798943730678366208 |