Unraveling and managing social sustainability tensions in supply chains: perspectives of small suppliers in the food processing sector
本研究通过印度食品供应链中的七家小供应商案例，运用悖论理论识别出四种社会可持续性张力及一种新张力，并探讨了管理策略，对供应链管理者和从业者具有实践指导意义。
Purpose Incorporating socially sustainable practices (SSPs) into supply chains often produces multiple tensions. This study focuses on the perspectives of small suppliers in a developing country’s food processing sector and uses paradox theory to explore social sustainability tensions (SSTs) and their management strategies. Design/methodology/approach A multiple case study design is employed to collect semi-structured interviews and secondary data from seven Indian supplier firms in food supply chains. Findings The findings indicate that small suppliers perceive four types of tension (learning, belonging, organizing and performing) that contradict supply chain social sustainability (SCSS) goals. A novel tension is also identified: local clusters’ perspectives diverge from the social sustainability objectives related to wages and non-discrimination. Various strategies to address SSTs in supply chains are identified and discussed. Research limitations/implications Future research could include other stakeholders and industries to advance knowledge of SSTs and their management. Practical implications This study highlights the significance of considering paradoxes and tensions when focusing on SCSS. The insights from this research can help supply chain managers and practitioners predict, identify and handle potential SSTs resulting from implementing SSPs. Originality/value Little research has been conducted on SCSS from the paradoxical view of tension identification and management for small supplier firms in developing countries. This study broadens the understanding of tensions in upstream supply chains by revealing their causes and identifying strategies for addressing them.