Theory driven and * inductively developed coding scheme
| Codes | Item | Definition |
|---|---|---|
| Drivers of sustainability value creation | ||
| Organization and procurement unit strategies | Overall MDB strategy MDB Procurement Unit strategy | Reflect how the organization use its resources and competencies to survive and gain a competitive advantage in their markets of operation (Epstein and Roy, 2001) |
| Definition of success | Economic value only Sustainability in addition to economic value Creating value for stakeholders Sustainability-based value creation for stakeholders | How the organization defines success reflects what type of value and for whom is created (Hörisch et al., 2014) |
| Sustainable procurement (SP) actions | Sustainability included in procurement policy Sustainability pursued by procurement projects Sustainability included in procurement process Sustainable procurement practices Sustainability oriented organizational structures and systems | Sustainability actions encompass all the systems, structures, processes and practices introduced and/or adapted by the organization to generate sustainability value (Epstein and Roy, 2001) |
| Sustainability performance | SP policy evaluations SP actions assessment SP system assessment | The process of quantifying efficiency and effectiveness of each action, or process or system in relation to a target (Neely et al., 2005) |
| Understanding of organization-wide and sustainability performance | As dichotomous Dichotomous but need to be aligned As value creation for stakeholders Business and sustainability performance as one | The extent to which organization-wide and sustainability performance are considered as invariably separated or as one (Schaltegger et al., 2019) |
| Beneficiaries of sustainability value creation | ||
| Beneficiaries of value creation | Direct and indirect Reflected in type of value indicators adopted | The groups of persons who benefit from business success (Schaltegger et al., 2019) |
| *Shapers of SPP value creation | ||
| *Factors influencing sustainability value creation process | *Power asymmetries *Knowledge and capacities *External stakeholders’ pressures *Governance of countries of operation *Market and supply chains readiness | Context related factors within and outside the organization influencing the sustainability value creation process |
| *Organizational Innovations | *New Procurement strategy *New Procurement practices *New collaborations | Changes made to introduce sustainability value creation as a procurement function goal |
| Codes | Item | Definition |
|---|---|---|
| Organization and procurement unit strategies | Overall MDB strategy | Reflect how the organization use its resources and competencies to survive and gain a competitive advantage in their markets of operation ( |
| Definition of success | Economic value only | How the organization defines success reflects what type of value and for whom is created ( |
| Sustainable procurement (SP) actions | Sustainability included in procurement policy | Sustainability actions encompass all the systems, structures, processes and practices introduced and/or adapted by the organization to generate sustainability value ( |
| Sustainability performance | SP policy evaluations | The process of quantifying efficiency and effectiveness of each action, or process or system in relation to a target ( |
| Understanding of organization-wide and sustainability performance | As dichotomous | The extent to which organization-wide and sustainability performance are considered as invariably separated or as one ( |
| Beneficiaries of value creation | Direct and indirect | The groups of persons who benefit from business success ( |
| *Factors influencing sustainability value creation process | *Power asymmetries | Context related factors within and outside the organization influencing the sustainability value creation process |
| *Organizational Innovations | *New Procurement strategy | Changes made to introduce sustainability value creation as a procurement function goal |
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