Sustainable sourcing for a sustainable future: the role of organizational motives and stakeholder pressure

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Implementing sustainable sourcing practices (SSP) relies strongly on organizational decisions and the motives behind these decisions. However, little is known about how SSP are influenced by organizational motives (OM). To address this gap, we developed a multifaceted framework based on stakeholder theory (ST) that enables enhanced knowledge of OM, such as instrumental motives (IM), relational motives (RM), moral motives (MM), and their influence on SSP by incorporating the moderating role of stakeholder pressure (STP). Data were compiled from 308 Pakistani manufacturing organizational respondents and assayed by partial least squares structural equation modeling (PLS-SEM). The deliverables of SEM validated that all OM directly impact SSP. Further, STP expressively moderated the targeted relations in confounding ways and organizational size moderately distinguished small and larger organizations. Importance-performance map analysis also revealed that RM have a greater importance value (0.201) and MM have a greater performance value (71.833) than all exogenous variables. This research offers several key contributions. First, all three OM (IM, RM, and MM) significantly improve SSP directly, and with the moderation of STP and organizational size, which signifies the salience of ST and provide diverse conclusions. Second, OM operationalize SSP and suggest ways to execute them to meet the organizational environmental goals. Third, this study examines how SSP implementation requires the source function to reconsider its key motives for sustainability endeavors.

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Operations Management Research



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