Resumo

Sustainable development requires sustainable consumption and production. One major challenge in employment is the disregard for human conditions, which is unfortunately prevalent in various cases (ILO, 2019). To ensure sustainable consumption and production, a socially responsible supply chain plays a crucial role (Villena & Gioia, 2020). One important practice for companies is the selection of socially responsible suppliers (SRSS) (R. da R. P. Tondolo et al., 2023).

The objective of this summary is to present the preliminary results of the research project, with the support of the CNPq, “Effect of stakeholder pressure, reputation and compliance on socially responsible supplier selection: an experimental approach with managers from Brazil and the UK”. The aim is to disseminate the preliminary results of the project and encourage peers and students to carry out research using the experiment method based on the vignette and research focusing on social sustainability in operations and supply chain.

Our research focuses specifically on the social dimension of sustainability in the supply chain, known as socially responsible supply chain management (SRSCM) (Hoejmose et al., 2013). SRSCM involves integrating social aspects into the supply chain, both internally within the company and externally through philanthropy and community actions (Thomas et al., 2021).

The vignette was created and validated following the stages proposed by Rungtusanatham et al. (2011), which were based on previous studies (R. da R. P. Tondolo et al., 2023; V. A. G. Tondolo et al., 2023). A total of 402 professionals who had managerial experience were recruited from Prolific (www.prolific.co) to participate in the experiment. Thirty-five responses were excluded due to lack of attention, as participants either did not check the questions or provided incomplete answers. This left us with 367 valid responses, with participants from the UK (131), the US (146), and BRA (90).

The results of our study align with previous research, confirming that a strong sustainability-oriented organizational culture (SSO) has a significant and positive influence on managers' intentions to implement social responsibility and sustainability practices (SRSS) in the UK, US, and BRA samples.

Our research presents convincing proof that managers' intentions to implement socially responsible supplier selection (SRSS) are influenced by both external and internal factors. Our results highlight the importance of a company's socially sustainable orientation (SSO) in shaping organizational practices, especially when stakeholders demand socially responsible actions.

Tondolo, R. da R. P., Santos, J. B., Tondolo, V. A. G., & Paiva, E. (2023). Information Transparency, Location, and Stakeholder Pressure on the Socially Responsible Partner Selection. Journal of Contemporary Administration, 27(2), e21029. https://doi.org/10.1590/1982-7849rac2023210290.en Tondolo, V. A. G., D’Agostini, M., Camargo, M. E., Tondolo, R. da R. P., Souza, J. de L., & Longaray, A. A. (2021). Sustainable operations practices and sustainable performance: relationships and moderators. International Journal of Productivity and Performance Management, 70(7), 1865–1888. https://doi.org/10.