| Summary: | 碩士 === 靜宜大學 === 寰宇管理碩士學位學程 === 107 === Sustainable Procurement encompasses the application of Corporate Social Responsibility (CSR) within its function. Procurement is a point of focus for many studies dealing with CSR. Its upstream position in the supply chain and its interaction with many stakeholders, of which suppliers, make it critical for the implementation of a sustainable strategy. However, CSR is not widely and thoroughly applied. Among the barriers to sustainable procurement highlighted by both scholars and companies, employees’ involvement in CSR is one which has only seldom been dealt with. Although it has a significant impact. Thus, the present thesis will tackle this issue with the aim of adding further insights on the matter.
Supported by an upstream literature review, a qualitative research study based on nine semi-structured interviews of purchasers working in large companies in France has been carried out, in order to identify potential levers to motivate professional buyers to integrate CSR considerations in their operations. The qualitative method enables this study to explore more in details purchasers’ motivations by structuring the least possible their opinions.
The findings reveal that CSR is indeed considered by purchasers, as they all show sensitivity to CSR-related issues and include it in their jobs to various extents. However, most of them stop at what their company requires them to do. Their personal practice, the support given by their company and their personal knowledge (as a far as practical knowledge is concerned) regarding CSR seem to be the main sources of obstacles to CSR involvement, while their personal mindset does not seem to be the issue.
Consequently, the present study identifies four levers of motivation to enable buyers’ involvement in CSR. Companies should focus on raising awareness in the various areas where CSR is relevant in procurement. The aim is to prevent purchasers’ CSR actions to be restricted. Additionally, they should give insights on how to implement, manage and measure CSR. Also, they should clarify their CSR strategy so that purchasers have guidelines and directions. Lastly, they should encourage purchasers’ involvement by playing a supportive role.
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