Customer pressure and firm innovativeness: their role in driving sustainable supply chain management

This work investigates the relationships between sustainable supply chain management practices – i.e. sustainable process management (SPM) and sustainable supply management (SSM) – and two important drivers: customer pressure and innovativeness. A theoretical model that combines stakeholder theory and resource based view is developed and tested by relying on a survey approach. PLS methodology is applied on data collected from a sample of 71 manufacturing companies. Customer pressure and innovativeness positively and significantly impact SPM. SPM then fully mediates the relationships between such drivers and SSM. Innovativeness negatively and significantly moderates the effect exerted by customer pressure on SPM.