Managerial commitment to sustainable supply chain management projects

Thomas F. Gattiker, Craig Carter, Xiaowen Huang, Wendy L. Tate

Research output: Contribution to journalArticlepeer-review

36 Scopus citations


Most companies are under pressure to improve the environmental sustainability of their supply chains. However, there is considerable variance in companies' ability to successfully deploy environmental management projects. One important factor, according to articles in the academic and business press, is the ability of champions of sustainable supply chain management (SCM) projects within organizations to gain the commitment of colleagues (e.g., other managers from a variety of functions) to help these projects succeed. Therefore, this paper examines variables that affect a project champion's ability to gain this commitment from colleagues. In particular, building on existing research, this research employs a video-based experimental design to examine the effect of the influence approach that the project champion employs, the values of the person the champion is trying to influence, and the organizational climate. The results suggest that organizational climate and certain individual values directly affect commitment. There are also interactions between values and influence tactics. The research adds to the field's growing knowledge on the antecedents of sustainable SCM within companies while providing valuable guidance for environmental champions and for top managers.

Original languageEnglish (US)
Pages (from-to)318-337
Number of pages20
JournalJournal of Business Logistics
Issue number4
StatePublished - Dec 1 2014


  • commitment
  • intraorganizational influence theory
  • laboratory experiment
  • sustainable supply chain management

ASJC Scopus subject areas

  • Business, Management and Accounting (miscellaneous)
  • Management Science and Operations Research


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