Uncovering the Motivations and Barriers for Suppliers in Adopting Sustainable Practices

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Through semi-structured interviews with 20 suppliers from diverse industries and geographic locations, key themes emerge regarding supplier engagement with sustainability. The findings highlight the complex interplay of internal and external factors shaping supplier behavior, including competitive dynamics, stakeholder pressures, organizational factors, and supply chain complexities. Motivations for supplier engagement with sustainability encompass competitive advantage, financial benefits, stakeholder pressure, and internal values. However, suppliers face significant barriers, such as financial constraints, organizational inertia, and supply chain complexities, hindering their ability to adopt and implement sustainable practices effectively. The implications of these findings extend to both practice and policy, with recommendations for firms to develop tailored strategies and interventions to support suppliers in their sustainability journey. Policymakers can use the insights to inform regulatory frameworks and industry standards that promote sustainability across supply chains, fostering collaboration and knowledge sharing among stakeholders to drive collective action on sustainability initiatives. By addressing these factors effectively, stakeholders can unlock the potential for sustainable supply chain management to drive positive environmental, social, and economic outcomes, advancing the broader agenda of sustainable development. Supplier motivations Supplier barriers Sustainable practices Supply chains Qualitative research 1. Introduction The discourse surrounding sustainable practices within supply chains has increasingly become a focal point for both academia and industry, as the global community grapples with the challenges posed by climate change, resource depletion, and social inequality. With mounting pressure from stakeholders, including consumers, investors, regulatory bodies, and non-governmental organizations (NGOs), businesses are compelled to reconsider their traditional approaches to operations and procurement. Consequently, the role of suppliers in this transition towards sustainability has gained prominence, as they represent a critical link in the value chain, influencing the environmental and social footprint of products and services. The imperative to adopt sustainable practices stems from a growing recognition of the interconnectedness between business operations and broader environmental and social systems. Recent studies emphasize the need for businesses to move beyond mere compliance with environmental regulations and embrace proactive measures that mitigate negative impacts and contribute positively to society (Jabbour, Jabbour, Sarkis, & Godinho Filho, 2013). Moreover, the business case for sustainability is increasingly compelling, with evidence suggesting that firms embracing sustainable practices can achieve competitive advantages, including cost savings, enhanced brand reputation, and access to new markets (Porter & Kramer, 2011; Delmas & Pekovic, 2018 ). A recent research highlights the need of adopting a comprehensive and cohesive strategy that is skilled in negotiating and overcoming deeply rooted cultural obstacles, producing an atmosphere that promotes sustainable business practices (Emon & Khan, 2023 ). Within this context, suppliers play a pivotal role in enabling firms to realize their sustainability goals. As upstream partners in the supply chain, suppliers exert considerable influence over the environmental and social performance of products and services. Their decisions regarding material sourcing, production processes, transportation, and waste management directly impact the sustainability profile of the end products. Consequently, understanding the motivations and barriers that suppliers encounter in adopting sustainable practices is essential for effectively managing and improving the sustainability performance of supply chains. A study suggests the enactment of specific laws and the promotion of educational initiatives to encourage entrepreneurship that includes both men and women. It emphasises the need of tackling financial disparities and broadening opportunities for mentoring. Its primary role is to promote sustainable and fair entrepreneurial practices in Bangladesh and other areas (Emon & Nipa, 2024 ). Motivations for suppliers to embrace sustainability are multifaceted and encompass various drivers, both internal and external. Internally, suppliers may be motivated by the desire to enhance operational efficiency, reduce costs, and mitigate risks associated with environmental and social disruptions (Carter & Rogers, 2008 ). Sustainability initiatives can also serve as a catalyst for innovation, stimulating the development of new products, processes, and business models that align with evolving market demands (Jørgensen & Knudsen, 2006). Externally, pressure from key stakeholders, such as customers, investors, and regulatory authorities, can compel suppliers to adopt sustainability practices to maintain business relationships, secure contracts, and comply with industry standards and regulations (Seuring & Müller, 2008 ). Despite the compelling rationale for embracing sustainability, suppliers face a myriad of barriers that hinder their ability to transition towards more sustainable practices. These barriers are often complex and context-specific, influenced by factors such as organizational culture, resource constraints, market dynamics, and regulatory frameworks. Limited access to capital, lack of awareness or expertise, and competing priorities within the organization are common hurdles that suppliers encounter in implementing sustainability initiatives (Walker, Di Sisto, & McBain, 2008 ). Moreover, the fragmented nature of supply chains and the prevalence of power imbalances can impede collaboration and coordination efforts among supply chain partners, hindering the diffusion of sustainable practices across the value chain (Carter & Easton, 2011 ). In light of these challenges, there is a growing imperative to gain deeper insights into the motivations and barriers that shape suppliers' engagement with sustainability. By understanding the underlying drivers and constraints, stakeholders can develop targeted interventions and support mechanisms to facilitate the adoption of sustainable practices among suppliers. This qualitative research seeks to address this gap by conducting an in-depth exploration of supplier perspectives on sustainability, uncovering the nuanced motivations driving their engagement and the formidable barriers impeding their progress. Through a qualitative lens, this study aims to provide rich insights into the complex dynamics that influence suppliers' decisions and behaviors related to sustainability, ultimately contributing to the development of more effective strategies for sustainable supply chain management. 2. Literature Review The literature surrounding the motivations and barriers for suppliers in adopting sustainable practices within supply chains encompasses a wide array of perspectives and empirical studies. This section synthesizes key findings from recent research to provide a comprehensive understanding of the factors influencing supplier engagement with sustainability. 2.1 Motivations for Supplier Engagement Recent studies underscore the multifaceted nature of motivations driving suppliers to embrace sustainability. One prominent motivation is the pursuit of competitive advantage through differentiation and innovation. For instance, Jabbour et al. ( 2013 ) highlight how suppliers perceive sustainability as a source of competitive differentiation, enabling them to attract and retain customers who prioritize environmental and social responsibility. Similarly, Delmas and Pekovic ( 2018 ) emphasize the role of sustainability-driven innovation in enhancing firms' productivity and market positioning. By investing in eco-efficient technologies and practices, suppliers can reduce costs, enhance resource efficiency, and develop products with lower environmental footprints, thereby gaining a competitive edge in the marketplace. Moreover, stakeholders' pressure, including customers, investors, and regulatory authorities, serves as a compelling driver for supplier engagement with sustainability. Seuring and Müller ( 2008 ) argue that suppliers often respond to customer demands for sustainable products and services by aligning their operations with buyers' sustainability requirements and preferences. A recent study emphasises the substantial influence of Supplier Collaboration and Long-Term Supplier Relationships on enhancing cost effectiveness in the supply chains of enterprises in Bangladesh. These measures emphasise the need of implementing Supplier Relationship Management (SRM) activities to enhance supply chain performance (Emon et al., 2024 ). Similarly, Walker, Di Sisto, and McBain ( 2008 ) highlight the influence of regulatory frameworks and industry standards in shaping suppliers' adoption of sustainable practices. Non-compliance with environmental regulations or failure to meet sustainability standards can jeopardize suppliers' market access and business relationships, prompting them to proactively integrate sustainability into their operations to ensure compliance and mitigate risks. Additionally, internal motivations, such as cost reduction, operational efficiency, and risk management, drive suppliers to embrace sustainability. Carter and Rogers ( 2008 ) emphasize the financial benefits associated with sustainable practices, including reduced energy consumption, waste generation, and resource usage, leading to tangible cost savings over time. By optimizing resource utilization and adopting leaner production processes, suppliers can improve their operational efficiency and resilience to external disruptions, such as resource scarcity or regulatory changes. Furthermore, sustainability initiatives can help suppliers identify and mitigate risks associated with environmental and social factors, such as supply chain disruptions, reputational damage, and stakeholder activism, thereby enhancing their long-term viability and competitiveness (Carter & Easton, 2011 ). 2.2 Barriers to Supplier Engagement Despite the compelling motivations for supplier engagement with sustainability, various barriers hinder their ability to adopt and implement sustainable practices effectively. Financial constraints represent a significant barrier, particularly for small and medium-sized enterprises (SMEs), which may lack the necessary resources to invest in sustainable technologies and processes (Jabbour et al., 2013 ). Limited access to capital, high upfront costs of sustainable investments, and uncertain returns on investment pose formidable challenges for suppliers, impeding their ability to commit to sustainability initiatives. Moreover, organizational factors, such as inertia, resistance to change, and competing priorities, can hinder the integration of sustainability into suppliers' operations. Walker et al. ( 2008 ) highlight the importance of organizational culture and leadership in driving sustainability initiatives within supplier organizations. Resistance from employees, lack of buy-in from senior management, and siloed decision-making processes can undermine efforts to mainstream sustainability across the organization. Furthermore, competing priorities, such as meeting production targets or addressing immediate operational challenges, may divert attention and resources away from sustainability initiatives, delaying progress towards sustainability goals (Carter & Rogers, 2008 ). The complexity and fragmentation of supply chains pose additional challenges for suppliers seeking to adopt sustainable practices. Carter and Easton ( 2011 ) note that supply chains are often characterized by multiple tiers of suppliers, diverse stakeholder interests, and power imbalances, complicating efforts to coordinate and collaborate on sustainability initiatives. Limited visibility and transparency across the supply chain can impede the traceability of materials and the monitoring of suppliers' sustainability performance, making it difficult for firms to assess and address sustainability risks effectively. Moreover, the lack of standardized metrics and reporting frameworks further exacerbates challenges related to performance measurement and benchmarking, hindering suppliers' ability to demonstrate their sustainability credentials and differentiate themselves in the marketplace (Seuring & Müller, 2008 ). 3. Research Methodology The research methodology employed in this study aimed to gain a nuanced understanding of supplier motivations and barriers in adopting sustainable practices within supply chains through qualitative exploration. A qualitative approach was chosen to capture the depth and complexity of supplier perspectives, allowing for rich insights into the underlying drivers and constraints influencing their engagement with sustainability. Data collection involved semi-structured interviews with a purposive sample of suppliers representing diverse industries and geographic locations. The sample selection aimed to ensure variation in supplier size, sector, and sustainability maturity to capture a broad spectrum of perspectives. Interviews were conducted using a semi-structured interview guide developed based on a review of the literature and preliminary discussions with industry experts. The interview guide included open-ended questions designed to explore supplier motivations for engaging with sustainability, perceived benefits and challenges, experiences with sustainability initiatives, and factors influencing decision-making regarding sustainability investments. Additionally, probes were used to delve deeper into specific themes and elicit detailed responses from participants. Data collection took place over a period of three months, during which semi-structured interviews were conducted with a total of 20 suppliers. Interviews were conducted either in person or via video conferencing, based on participant preferences and logistical considerations. Each interview lasted approximately 60 to 90 minutes and was audio-recorded with participant consent to ensure accurate capture of responses. Field notes were taken during interviews to record non-verbal cues and contextual information, complementing the audio recordings. Data analysis followed a thematic approach, involving multiple stages of coding and interpretation to identify recurring themes, patterns, and relationships within the data. The analysis began with familiarization with the data through transcription of audio recordings and review of field notes. Initial coding involved open coding of transcripts to identify key concepts and categories related to supplier motivations and barriers in adopting sustainable practices. Subsequent coding iterations focused on refining and organizing codes into broader themes and sub-themes, guided by the research questions and theoretical frameworks from the literature. Throughout the analysis process, attention was paid to ensuring rigor and trustworthiness of findings through techniques such as peer debriefing, member checking, and triangulation of data sources. Peer debriefing involved regular discussions with research colleagues to critically reflect on emerging findings, challenge interpretations, and refine analytic frameworks. Member checking was conducted by sharing preliminary findings with select participants to validate interpretations and ensure alignment with their experiences and perspectives. Triangulation was achieved by comparing and contrasting insights from interviews with supplementary data sources, such as relevant documents and secondary literature, to corroborate findings and enhance the credibility of the study. The research methodology employed in this study facilitated a comprehensive exploration of supplier motivations and barriers in adopting sustainable practices, yielding rich and nuanced insights into the complex dynamics shaping supplier engagement with sustainability within supply chains. Through the integration of diverse perspectives and rigorous analytic techniques, this qualitative approach enabled a deeper understanding of the underlying drivers and constraints influencing supplier behavior, informing the development of targeted strategies and interventions to promote sustainability within supply chains. 4. Results and Findings The results and findings of this study provide rich insights into the motivations and barriers for suppliers in adopting sustainable practices within supply chains. Through qualitative exploration, key themes emerged from the analysis of semi-structured interviews with 20 suppliers representing diverse industries and geographic locations. The findings elucidate the complex interplay of internal and external factors shaping supplier engagement with sustainability, shedding light on the drivers and constraints influencing supplier behavior. 4.1 Motivations for Supplier Engagement One of the central motivations driving suppliers to embrace sustainability is the pursuit of competitive advantage and market differentiation. Across industries, suppliers recognize the importance of sustainability in enhancing their competitiveness and meeting the evolving demands of customers. Several participants highlighted how sustainability serves as a strategic differentiator, enabling them to attract and retain customers who prioritize environmental and social responsibility. For instance, a supplier in the consumer goods sector noted, "Our customers are increasingly asking for sustainable products. Embracing sustainability helps us differentiate ourselves and stay ahead of the competition." Moreover, participants identified financial benefits as a significant motivation for engaging with sustainability. By adopting eco-efficient technologies and practices, suppliers can achieve cost savings through reduced resource consumption, energy efficiency improvements, and waste reduction. Many suppliers emphasized the importance of sustainability in driving operational efficiency and optimizing resource utilization. As one participant remarked, "Sustainability is not just about doing good; it's also about saving costs. By reducing our energy consumption and waste generation, we're able to improve our bottom line." Stakeholder pressure emerged as another compelling driver for supplier engagement with sustainability. Suppliers face increasing demands from customers, investors, and regulatory authorities to demonstrate their commitment to sustainability. Non-compliance with environmental regulations or failure to meet sustainability standards can jeopardize business relationships and market access. Participants highlighted the importance of aligning with customers' sustainability requirements and complying with industry standards to maintain credibility and secure contracts. As one supplier stated, "Our customers expect us to meet certain sustainability criteria. If we don't comply, we risk losing business." Furthermore, internal motivations, such as risk management and organizational values, play a significant role in driving supplier engagement with sustainability. Suppliers recognize the importance of mitigating risks associated with environmental and social factors, such as supply chain disruptions, reputational damage, and stakeholder activism. By integrating sustainability into their operations, suppliers can enhance their resilience to external shocks and future-proof their businesses. Additionally, organizational values and culture shape suppliers' commitment to sustainability, with many participants expressing a genuine desire to contribute to environmental and social responsibility. As one participant articulated, "Sustainability is part of our company's DNA. We believe in doing the right thing for the planet and society." 4.2 Barriers to Supplier Engagement Despite the compelling motivations for supplier engagement with sustainability, various barriers hinder their ability to adopt and implement sustainable practices effectively. Financial constraints represent a significant obstacle, particularly for small and medium-sized enterprises (SMEs) with limited resources. Participants highlighted the high upfront costs of sustainable investments and the lack of access to capital as major challenges. Many SMEs struggle to justify investments in sustainability due to uncertain returns on investment and competing priorities. As one participant lamented, "We want to invest in sustainability, but it's hard to justify the costs when margins are tight." Organizational factors, such as inertia, resistance to change, and lack of leadership support, pose additional barriers to supplier engagement with sustainability. Suppliers face internal challenges in overcoming entrenched mindsets and ingrained practices that prioritize short-term gains over long-term sustainability. Resistance from employees, particularly in traditional industries, can hinder efforts to drive change and embed sustainability into organizational culture. Moreover, the lack of leadership buy-in and commitment to sustainability can undermine initiatives and impede progress. As one participant noted, "There's a disconnect between senior management and frontline employees. Without leadership support, it's difficult to drive meaningful change." The complexity and fragmentation of supply chains present formidable challenges for suppliers seeking to adopt sustainable practices. Suppliers operate within multi-tiered supply networks characterized by diverse stakeholders, competing interests, and power imbalances. Limited visibility and transparency across the supply chain impede the traceability of materials and the monitoring of suppliers' sustainability performance. Many participants expressed frustration with the lack of standardized metrics and reporting frameworks, which hinder efforts to assess and benchmark sustainability performance effectively. Additionally, the absence of incentives and collaboration mechanisms discourages suppliers from investing in sustainability. As one participant observed, "We're just one link in the supply chain. Without collaboration and incentives, it's hard to drive change on our own." 5. Discussion The findings of this study provide valuable insights into the motivations and barriers for suppliers in adopting sustainable practices within supply chains. The discussion seeks to contextualize these findings within the broader literature on sustainable supply chain management and elucidate their implications for practice and policy. The central theme that emerges from the discussion is the complex interplay of motivations and barriers shaping supplier engagement with sustainability. While suppliers are motivated by competitive advantage, financial benefits, stakeholder pressure, and internal values, they face significant obstacles in overcoming financial constraints, organizational inertia, and supply chain complexities. This dichotomy underscores the multifaceted nature of sustainability challenges within supply chains, requiring holistic and collaborative approaches to address. The findings corroborate and extend existing research on sustainable supply chain management, which emphasizes the importance of stakeholder pressures, competitive dynamics, and organizational factors in driving supplier engagement with sustainability (Carter & Rogers, 2008 ; Seuring & Müller, 2008 ). The study underscores the critical role of customers, investors, and regulatory authorities in shaping supplier behavior, highlighting the need for firms to align with evolving sustainability expectations and comply with industry standards. Moreover, the findings underscore the significance of internal motivations, such as risk management and organizational values, in driving supplier commitment to sustainability, echoing prior research emphasizing the role of organizational culture and leadership in fostering sustainability initiatives (Walker et al., 2008 ; Carter & Easton, 2011 ). The discussion also sheds light on the formidable barriers that hinder supplier adoption of sustainable practices, including financial constraints, organizational inertia, and supply chain complexities. These barriers resonate with prior research highlighting the challenges of financing sustainable investments, overcoming resistance to change, and coordinating sustainability efforts across complex supply networks (Jabbour et al., 2013 ; Delmas & Pekovic, 2018 ). The study underscores the need for targeted interventions and support mechanisms to address these barriers effectively, including financial incentives, leadership support, and collaborative platforms for information sharing and capacity building. Furthermore, the discussion emphasizes the interconnectedness of motivations and barriers within supply chains, highlighting the need for systemic approaches to sustainability that consider the holistic nature of supply chain dynamics. Suppliers operate within a broader ecosystem of stakeholders, each exerting influence and facing unique challenges in navigating sustainability transitions. Thus, efforts to promote sustainability within supply chains must involve collaboration and partnership among stakeholders to align incentives, share risks, and co-create value. The findings have practical implications for firms seeking to enhance sustainability within their supply chains. By understanding the motivations and barriers shaping supplier behavior, firms can develop tailored strategies and interventions to support suppliers in their sustainability journey. This may include providing financial assistance for sustainable investments, fostering a culture of innovation and collaboration, and leveraging supply chain relationships to drive collective action on sustainability. Moreover, firms can use their influence as buyers to incentivize suppliers to improve their sustainability performance through procurement practices, supplier audits, and supplier development programs. From a policy perspective, the findings underscore the need for regulatory frameworks and industry standards that promote sustainability across supply chains. Governments can play a crucial role in providing incentives, subsidies, and tax breaks for sustainable investments, as well as implementing regulations and standards that mandate transparency and accountability for environmental and social impacts. Moreover, policymakers can facilitate collaboration and knowledge sharing among stakeholders through public-private partnerships and industry associations, fostering collective action on sustainability initiatives. 6. Conclusion This qualitative research has provided valuable insights into the motivations and barriers for suppliers in adopting sustainable practices within supply chains. Through in-depth interviews with a diverse sample of suppliers, we have uncovered the complex dynamics shaping supplier engagement with sustainability, elucidating the drivers and constraints influencing supplier behavior. The findings underscore the multifaceted nature of sustainability challenges within supply chains, encompassing competitive dynamics, stakeholder pressures, organizational factors, and supply chain complexities. Despite the compelling motivations for supplier engagement with sustainability, including competitive advantage, financial benefits, stakeholder pressure, and internal values, suppliers face significant barriers in overcoming financial constraints, organizational inertia, and supply chain complexities. These barriers underscore the need for holistic and collaborative approaches to address sustainability challenges within supply chains effectively. The implications of this research extend to both practice and policy. Firms can leverage the insights gleaned from this study to develop tailored strategies and interventions that support suppliers in their sustainability journey, including providing financial assistance, fostering a culture of innovation and collaboration, and leveraging supply chain relationships to drive collective action on sustainability. Moreover, policymakers can use the findings to inform regulatory frameworks and industry standards that promote sustainability across supply chains, facilitating collaboration and knowledge sharing among stakeholders to foster collective action on sustainability initiatives. Overall, this research contributes to the growing body of knowledge on sustainable supply chain management by providing a nuanced understanding of supplier motivations and barriers in adopting sustainable practices. 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Integrating green supply chain management into an embryonic eco-industrial development: A case study of the Guitang Group. Journal of Cleaner Production, 12(8-10), 1025-1035. https://doi.org/10.1016/j.jclepro.2003.09.013 Govindan, K., & Soleimani, H. (2017). A review of reverse logistics and closed-loop supply chains: A journal analysis (1998–2015). Resources, Conservation and Recycling, 117, 278-294. https://doi.org/10.1016/j.resconrec.2016.11.013 Additional Declarations The authors declare no competing interests. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-4289738","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":292933496,"identity":"6c4bd518-9061-422e-a0ef-7602b1c4a4c9","order_by":0,"name":"Samantha Reynolds","email":"data:image/png;base64,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","orcid":"","institution":"Kellogg School of Management","correspondingAuthor":true,"submittingAuthor":false,"prefix":"","firstName":"Samantha","middleName":"","lastName":"Reynolds","suffix":""}],"badges":[],"createdAt":"2024-04-18 20:50:03","currentVersionCode":1,"declarations":{"humanSubjects":false,"vertebrateSubjects":false,"conflictsOfInterestStatement":false,"humanSubjectEthicalGuidelines":false,"humanSubjectConsent":false,"humanSubjectClinicalTrial":false,"humanSubjectCaseReport":false,"vertebrateSubjectEthicalGuidelines":false,"coiExplicitlySet":false},"doi":"10.21203/rs.3.rs-4289738/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-4289738/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":55068262,"identity":"7ac44246-e6ba-4b17-b4fb-ee24e2c900b3","added_by":"auto","created_at":"2024-04-22 05:31:12","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":209058,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-4289738/v1/f5a5da07-6b0e-4170-9cba-b80d65434484.pdf"}],"financialInterests":"The authors declare no competing interests.","formattedTitle":"\u003cp\u003e\u003cstrong\u003eUncovering the Motivations and Barriers for Suppliers in Adopting Sustainable Practices\u003c/strong\u003e\u003c/p\u003e","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eThe discourse surrounding sustainable practices within supply chains has increasingly become a focal point for both academia and industry, as the global community grapples with the challenges posed by climate change, resource depletion, and social inequality. With mounting pressure from stakeholders, including consumers, investors, regulatory bodies, and non-governmental organizations (NGOs), businesses are compelled to reconsider their traditional approaches to operations and procurement. Consequently, the role of suppliers in this transition towards sustainability has gained prominence, as they represent a critical link in the value chain, influencing the environmental and social footprint of products and services. The imperative to adopt sustainable practices stems from a growing recognition of the interconnectedness between business operations and broader environmental and social systems. Recent studies emphasize the need for businesses to move beyond mere compliance with environmental regulations and embrace proactive measures that mitigate negative impacts and contribute positively to society (Jabbour, Jabbour, Sarkis, \u0026amp; Godinho Filho, 2013). Moreover, the business case for sustainability is increasingly compelling, with evidence suggesting that firms embracing sustainable practices can achieve competitive advantages, including cost savings, enhanced brand reputation, and access to new markets (Porter \u0026amp; Kramer, 2011; Delmas \u0026amp; Pekovic, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). A recent research highlights the need of adopting a comprehensive and cohesive strategy that is skilled in negotiating and overcoming deeply rooted cultural obstacles, producing an atmosphere that promotes sustainable business practices (Emon \u0026amp; Khan, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Within this context, suppliers play a pivotal role in enabling firms to realize their sustainability goals. As upstream partners in the supply chain, suppliers exert considerable influence over the environmental and social performance of products and services. Their decisions regarding material sourcing, production processes, transportation, and waste management directly impact the sustainability profile of the end products. Consequently, understanding the motivations and barriers that suppliers encounter in adopting sustainable practices is essential for effectively managing and improving the sustainability performance of supply chains. A study suggests the enactment of specific laws and the promotion of educational initiatives to encourage entrepreneurship that includes both men and women. It emphasises the need of tackling financial disparities and broadening opportunities for mentoring. Its primary role is to promote sustainable and fair entrepreneurial practices in Bangladesh and other areas (Emon \u0026amp; Nipa, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Motivations for suppliers to embrace sustainability are multifaceted and encompass various drivers, both internal and external. Internally, suppliers may be motivated by the desire to enhance operational efficiency, reduce costs, and mitigate risks associated with environmental and social disruptions (Carter \u0026amp; Rogers, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Sustainability initiatives can also serve as a catalyst for innovation, stimulating the development of new products, processes, and business models that align with evolving market demands (J\u0026oslash;rgensen \u0026amp; Knudsen, 2006). Externally, pressure from key stakeholders, such as customers, investors, and regulatory authorities, can compel suppliers to adopt sustainability practices to maintain business relationships, secure contracts, and comply with industry standards and regulations (Seuring \u0026amp; M\u0026uuml;ller, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Despite the compelling rationale for embracing sustainability, suppliers face a myriad of barriers that hinder their ability to transition towards more sustainable practices. These barriers are often complex and context-specific, influenced by factors such as organizational culture, resource constraints, market dynamics, and regulatory frameworks. Limited access to capital, lack of awareness or expertise, and competing priorities within the organization are common hurdles that suppliers encounter in implementing sustainability initiatives (Walker, Di Sisto, \u0026amp; McBain, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Moreover, the fragmented nature of supply chains and the prevalence of power imbalances can impede collaboration and coordination efforts among supply chain partners, hindering the diffusion of sustainable practices across the value chain (Carter \u0026amp; Easton, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). In light of these challenges, there is a growing imperative to gain deeper insights into the motivations and barriers that shape suppliers' engagement with sustainability. By understanding the underlying drivers and constraints, stakeholders can develop targeted interventions and support mechanisms to facilitate the adoption of sustainable practices among suppliers. This qualitative research seeks to address this gap by conducting an in-depth exploration of supplier perspectives on sustainability, uncovering the nuanced motivations driving their engagement and the formidable barriers impeding their progress. Through a qualitative lens, this study aims to provide rich insights into the complex dynamics that influence suppliers' decisions and behaviors related to sustainability, ultimately contributing to the development of more effective strategies for sustainable supply chain management.\u003c/p\u003e"},{"header":"2. Literature Review","content":"\u003cp\u003eThe literature surrounding the motivations and barriers for suppliers in adopting sustainable practices within supply chains encompasses a wide array of perspectives and empirical studies. This section synthesizes key findings from recent research to provide a comprehensive understanding of the factors influencing supplier engagement with sustainability.\u003c/p\u003e \u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003e2.1 Motivations for Supplier Engagement\u003c/h2\u003e \u003cp\u003eRecent studies underscore the multifaceted nature of motivations driving suppliers to embrace sustainability. One prominent motivation is the pursuit of competitive advantage through differentiation and innovation. For instance, Jabbour et al. (\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2013\u003c/span\u003e) highlight how suppliers perceive sustainability as a source of competitive differentiation, enabling them to attract and retain customers who prioritize environmental and social responsibility. Similarly, Delmas and Pekovic (\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) emphasize the role of sustainability-driven innovation in enhancing firms' productivity and market positioning. By investing in eco-efficient technologies and practices, suppliers can reduce costs, enhance resource efficiency, and develop products with lower environmental footprints, thereby gaining a competitive edge in the marketplace.\u003c/p\u003e \u003cp\u003eMoreover, stakeholders' pressure, including customers, investors, and regulatory authorities, serves as a compelling driver for supplier engagement with sustainability. Seuring and M\u0026uuml;ller (\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) argue that suppliers often respond to customer demands for sustainable products and services by aligning their operations with buyers' sustainability requirements and preferences. A recent study emphasises the substantial influence of Supplier Collaboration and Long-Term Supplier Relationships on enhancing cost effectiveness in the supply chains of enterprises in Bangladesh. These measures emphasise the need of implementing Supplier Relationship Management (SRM) activities to enhance supply chain performance (Emon et al., \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Similarly, Walker, Di Sisto, and McBain (\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) highlight the influence of regulatory frameworks and industry standards in shaping suppliers' adoption of sustainable practices. Non-compliance with environmental regulations or failure to meet sustainability standards can jeopardize suppliers' market access and business relationships, prompting them to proactively integrate sustainability into their operations to ensure compliance and mitigate risks.\u003c/p\u003e \u003cp\u003eAdditionally, internal motivations, such as cost reduction, operational efficiency, and risk management, drive suppliers to embrace sustainability. Carter and Rogers (\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) emphasize the financial benefits associated with sustainable practices, including reduced energy consumption, waste generation, and resource usage, leading to tangible cost savings over time. By optimizing resource utilization and adopting leaner production processes, suppliers can improve their operational efficiency and resilience to external disruptions, such as resource scarcity or regulatory changes. Furthermore, sustainability initiatives can help suppliers identify and mitigate risks associated with environmental and social factors, such as supply chain disruptions, reputational damage, and stakeholder activism, thereby enhancing their long-term viability and competitiveness (Carter \u0026amp; Easton, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2011\u003c/span\u003e).\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003e2.2 Barriers to Supplier Engagement\u003c/h2\u003e \u003cp\u003eDespite the compelling motivations for supplier engagement with sustainability, various barriers hinder their ability to adopt and implement sustainable practices effectively. Financial constraints represent a significant barrier, particularly for small and medium-sized enterprises (SMEs), which may lack the necessary resources to invest in sustainable technologies and processes (Jabbour et al., \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). Limited access to capital, high upfront costs of sustainable investments, and uncertain returns on investment pose formidable challenges for suppliers, impeding their ability to commit to sustainability initiatives.\u003c/p\u003e \u003cp\u003eMoreover, organizational factors, such as inertia, resistance to change, and competing priorities, can hinder the integration of sustainability into suppliers' operations. Walker et al. (\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) highlight the importance of organizational culture and leadership in driving sustainability initiatives within supplier organizations. Resistance from employees, lack of buy-in from senior management, and siloed decision-making processes can undermine efforts to mainstream sustainability across the organization. Furthermore, competing priorities, such as meeting production targets or addressing immediate operational challenges, may divert attention and resources away from sustainability initiatives, delaying progress towards sustainability goals (Carter \u0026amp; Rogers, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThe complexity and fragmentation of supply chains pose additional challenges for suppliers seeking to adopt sustainable practices. Carter and Easton (\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2011\u003c/span\u003e) note that supply chains are often characterized by multiple tiers of suppliers, diverse stakeholder interests, and power imbalances, complicating efforts to coordinate and collaborate on sustainability initiatives. Limited visibility and transparency across the supply chain can impede the traceability of materials and the monitoring of suppliers' sustainability performance, making it difficult for firms to assess and address sustainability risks effectively. Moreover, the lack of standardized metrics and reporting frameworks further exacerbates challenges related to performance measurement and benchmarking, hindering suppliers' ability to demonstrate their sustainability credentials and differentiate themselves in the marketplace (Seuring \u0026amp; M\u0026uuml;ller, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e \u003c/div\u003e"},{"header":"3. Research Methodology","content":"\u003cp\u003eThe research methodology employed in this study aimed to gain a nuanced understanding of supplier motivations and barriers in adopting sustainable practices within supply chains through qualitative exploration. A qualitative approach was chosen to capture the depth and complexity of supplier perspectives, allowing for rich insights into the underlying drivers and constraints influencing their engagement with sustainability. Data collection involved semi-structured interviews with a purposive sample of suppliers representing diverse industries and geographic locations. The sample selection aimed to ensure variation in supplier size, sector, and sustainability maturity to capture a broad spectrum of perspectives. Interviews were conducted using a semi-structured interview guide developed based on a review of the literature and preliminary discussions with industry experts. The interview guide included open-ended questions designed to explore supplier motivations for engaging with sustainability, perceived benefits and challenges, experiences with sustainability initiatives, and factors influencing decision-making regarding sustainability investments. Additionally, probes were used to delve deeper into specific themes and elicit detailed responses from participants. Data collection took place over a period of three months, during which semi-structured interviews were conducted with a total of 20 suppliers. Interviews were conducted either in person or via video conferencing, based on participant preferences and logistical considerations. Each interview lasted approximately 60 to 90 minutes and was audio-recorded with participant consent to ensure accurate capture of responses. Field notes were taken during interviews to record non-verbal cues and contextual information, complementing the audio recordings. Data analysis followed a thematic approach, involving multiple stages of coding and interpretation to identify recurring themes, patterns, and relationships within the data. The analysis began with familiarization with the data through transcription of audio recordings and review of field notes. Initial coding involved open coding of transcripts to identify key concepts and categories related to supplier motivations and barriers in adopting sustainable practices. Subsequent coding iterations focused on refining and organizing codes into broader themes and sub-themes, guided by the research questions and theoretical frameworks from the literature. Throughout the analysis process, attention was paid to ensuring rigor and trustworthiness of findings through techniques such as peer debriefing, member checking, and triangulation of data sources. Peer debriefing involved regular discussions with research colleagues to critically reflect on emerging findings, challenge interpretations, and refine analytic frameworks. Member checking was conducted by sharing preliminary findings with select participants to validate interpretations and ensure alignment with their experiences and perspectives. Triangulation was achieved by comparing and contrasting insights from interviews with supplementary data sources, such as relevant documents and secondary literature, to corroborate findings and enhance the credibility of the study. The research methodology employed in this study facilitated a comprehensive exploration of supplier motivations and barriers in adopting sustainable practices, yielding rich and nuanced insights into the complex dynamics shaping supplier engagement with sustainability within supply chains. Through the integration of diverse perspectives and rigorous analytic techniques, this qualitative approach enabled a deeper understanding of the underlying drivers and constraints influencing supplier behavior, informing the development of targeted strategies and interventions to promote sustainability within supply chains.\u003c/p\u003e"},{"header":"4. Results and Findings","content":"\u003cp\u003eThe results and findings of this study provide rich insights into the motivations and barriers for suppliers in adopting sustainable practices within supply chains. Through qualitative exploration, key themes emerged from the analysis of semi-structured interviews with 20 suppliers representing diverse industries and geographic locations. The findings elucidate the complex interplay of internal and external factors shaping supplier engagement with sustainability, shedding light on the drivers and constraints influencing supplier behavior.\u003c/p\u003e \u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003e4.1 Motivations for Supplier Engagement\u003c/h2\u003e \u003cp\u003eOne of the central motivations driving suppliers to embrace sustainability is the pursuit of competitive advantage and market differentiation. Across industries, suppliers recognize the importance of sustainability in enhancing their competitiveness and meeting the evolving demands of customers. Several participants highlighted how sustainability serves as a strategic differentiator, enabling them to attract and retain customers who prioritize environmental and social responsibility. For instance, a supplier in the consumer goods sector noted, \"Our customers are increasingly asking for sustainable products. Embracing sustainability helps us differentiate ourselves and stay ahead of the competition.\"\u003c/p\u003e \u003cp\u003eMoreover, participants identified financial benefits as a significant motivation for engaging with sustainability. By adopting eco-efficient technologies and practices, suppliers can achieve cost savings through reduced resource consumption, energy efficiency improvements, and waste reduction. Many suppliers emphasized the importance of sustainability in driving operational efficiency and optimizing resource utilization. As one participant remarked, \"Sustainability is not just about doing good; it's also about saving costs. By reducing our energy consumption and waste generation, we're able to improve our bottom line.\"\u003c/p\u003e \u003cp\u003eStakeholder pressure emerged as another compelling driver for supplier engagement with sustainability. Suppliers face increasing demands from customers, investors, and regulatory authorities to demonstrate their commitment to sustainability. Non-compliance with environmental regulations or failure to meet sustainability standards can jeopardize business relationships and market access. Participants highlighted the importance of aligning with customers' sustainability requirements and complying with industry standards to maintain credibility and secure contracts. As one supplier stated, \"Our customers expect us to meet certain sustainability criteria. If we don't comply, we risk losing business.\"\u003c/p\u003e \u003cp\u003eFurthermore, internal motivations, such as risk management and organizational values, play a significant role in driving supplier engagement with sustainability. Suppliers recognize the importance of mitigating risks associated with environmental and social factors, such as supply chain disruptions, reputational damage, and stakeholder activism. By integrating sustainability into their operations, suppliers can enhance their resilience to external shocks and future-proof their businesses. Additionally, organizational values and culture shape suppliers' commitment to sustainability, with many participants expressing a genuine desire to contribute to environmental and social responsibility. As one participant articulated, \"Sustainability is part of our company's DNA. We believe in doing the right thing for the planet and society.\"\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003ch2\u003e4.2 Barriers to Supplier Engagement\u003c/h2\u003e \u003cp\u003eDespite the compelling motivations for supplier engagement with sustainability, various barriers hinder their ability to adopt and implement sustainable practices effectively. Financial constraints represent a significant obstacle, particularly for small and medium-sized enterprises (SMEs) with limited resources. Participants highlighted the high upfront costs of sustainable investments and the lack of access to capital as major challenges. Many SMEs struggle to justify investments in sustainability due to uncertain returns on investment and competing priorities. As one participant lamented, \"We want to invest in sustainability, but it's hard to justify the costs when margins are tight.\"\u003c/p\u003e \u003cp\u003eOrganizational factors, such as inertia, resistance to change, and lack of leadership support, pose additional barriers to supplier engagement with sustainability. Suppliers face internal challenges in overcoming entrenched mindsets and ingrained practices that prioritize short-term gains over long-term sustainability. Resistance from employees, particularly in traditional industries, can hinder efforts to drive change and embed sustainability into organizational culture. Moreover, the lack of leadership buy-in and commitment to sustainability can undermine initiatives and impede progress. As one participant noted, \"There's a disconnect between senior management and frontline employees. Without leadership support, it's difficult to drive meaningful change.\"\u003c/p\u003e \u003cp\u003eThe complexity and fragmentation of supply chains present formidable challenges for suppliers seeking to adopt sustainable practices. Suppliers operate within multi-tiered supply networks characterized by diverse stakeholders, competing interests, and power imbalances. Limited visibility and transparency across the supply chain impede the traceability of materials and the monitoring of suppliers' sustainability performance. Many participants expressed frustration with the lack of standardized metrics and reporting frameworks, which hinder efforts to assess and benchmark sustainability performance effectively. Additionally, the absence of incentives and collaboration mechanisms discourages suppliers from investing in sustainability. As one participant observed, \"We're just one link in the supply chain. Without collaboration and incentives, it's hard to drive change on our own.\"\u003c/p\u003e \u003c/div\u003e"},{"header":"5. Discussion","content":"\u003cp\u003eThe findings of this study provide valuable insights into the motivations and barriers for suppliers in adopting sustainable practices within supply chains. The discussion seeks to contextualize these findings within the broader literature on sustainable supply chain management and elucidate their implications for practice and policy. The central theme that emerges from the discussion is the complex interplay of motivations and barriers shaping supplier engagement with sustainability. While suppliers are motivated by competitive advantage, financial benefits, stakeholder pressure, and internal values, they face significant obstacles in overcoming financial constraints, organizational inertia, and supply chain complexities. This dichotomy underscores the multifaceted nature of sustainability challenges within supply chains, requiring holistic and collaborative approaches to address. The findings corroborate and extend existing research on sustainable supply chain management, which emphasizes the importance of stakeholder pressures, competitive dynamics, and organizational factors in driving supplier engagement with sustainability (Carter \u0026amp; Rogers, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2008\u003c/span\u003e; Seuring \u0026amp; M\u0026uuml;ller, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). The study underscores the critical role of customers, investors, and regulatory authorities in shaping supplier behavior, highlighting the need for firms to align with evolving sustainability expectations and comply with industry standards. Moreover, the findings underscore the significance of internal motivations, such as risk management and organizational values, in driving supplier commitment to sustainability, echoing prior research emphasizing the role of organizational culture and leadership in fostering sustainability initiatives (Walker et al., \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2008\u003c/span\u003e; Carter \u0026amp; Easton, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). The discussion also sheds light on the formidable barriers that hinder supplier adoption of sustainable practices, including financial constraints, organizational inertia, and supply chain complexities. These barriers resonate with prior research highlighting the challenges of financing sustainable investments, overcoming resistance to change, and coordinating sustainability efforts across complex supply networks (Jabbour et al., \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2013\u003c/span\u003e; Delmas \u0026amp; Pekovic, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). The study underscores the need for targeted interventions and support mechanisms to address these barriers effectively, including financial incentives, leadership support, and collaborative platforms for information sharing and capacity building. Furthermore, the discussion emphasizes the interconnectedness of motivations and barriers within supply chains, highlighting the need for systemic approaches to sustainability that consider the holistic nature of supply chain dynamics. Suppliers operate within a broader ecosystem of stakeholders, each exerting influence and facing unique challenges in navigating sustainability transitions. Thus, efforts to promote sustainability within supply chains must involve collaboration and partnership among stakeholders to align incentives, share risks, and co-create value. The findings have practical implications for firms seeking to enhance sustainability within their supply chains. By understanding the motivations and barriers shaping supplier behavior, firms can develop tailored strategies and interventions to support suppliers in their sustainability journey. This may include providing financial assistance for sustainable investments, fostering a culture of innovation and collaboration, and leveraging supply chain relationships to drive collective action on sustainability. Moreover, firms can use their influence as buyers to incentivize suppliers to improve their sustainability performance through procurement practices, supplier audits, and supplier development programs. From a policy perspective, the findings underscore the need for regulatory frameworks and industry standards that promote sustainability across supply chains. Governments can play a crucial role in providing incentives, subsidies, and tax breaks for sustainable investments, as well as implementing regulations and standards that mandate transparency and accountability for environmental and social impacts. Moreover, policymakers can facilitate collaboration and knowledge sharing among stakeholders through public-private partnerships and industry associations, fostering collective action on sustainability initiatives.\u003c/p\u003e"},{"header":"6. Conclusion","content":"\u003cp\u003eThis qualitative research has provided valuable insights into the motivations and barriers for suppliers in adopting sustainable practices within supply chains. Through in-depth interviews with a diverse sample of suppliers, we have uncovered the complex dynamics shaping supplier engagement with sustainability, elucidating the drivers and constraints influencing supplier behavior. The findings underscore the multifaceted nature of sustainability challenges within supply chains, encompassing competitive dynamics, stakeholder pressures, organizational factors, and supply chain complexities. Despite the compelling motivations for supplier engagement with sustainability, including competitive advantage, financial benefits, stakeholder pressure, and internal values, suppliers face significant barriers in overcoming financial constraints, organizational inertia, and supply chain complexities. These barriers underscore the need for holistic and collaborative approaches to address sustainability challenges within supply chains effectively. The implications of this research extend to both practice and policy. Firms can leverage the insights gleaned from this study to develop tailored strategies and interventions that support suppliers in their sustainability journey, including providing financial assistance, fostering a culture of innovation and collaboration, and leveraging supply chain relationships to drive collective action on sustainability. Moreover, policymakers can use the findings to inform regulatory frameworks and industry standards that promote sustainability across supply chains, facilitating collaboration and knowledge sharing among stakeholders to foster collective action on sustainability initiatives. Overall, this research contributes to the growing body of knowledge on sustainable supply chain management by providing a nuanced understanding of supplier motivations and barriers in adopting sustainable practices. By addressing these factors effectively, stakeholders can unlock the potential for sustainable supply chain management to drive positive environmental, social, and economic outcomes, advancing the broader agenda of sustainable development.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003eThis study, \u0026quot; Uncovering the Motivations and Barriers for Suppliers in Adopting Sustainable Practices\u0026quot; conducted by Samantha Reynolds from the Kellogg School of Management, has been reviewed and approved by the Institutional Review Board at Kellogg School of Management. All necessary ethical considerations, including participant consent where applicable, have been duly addressed and approved by the aforementioned ethics committee.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eCarter, C. R., \u0026amp; Easton, P. L. (2011). Sustainable supply chain management: Evolution and future directions. International Journal of Physical Distribution \u0026amp; Logistics Management, 41(1), 46-62. https://doi.org/10.1108/09600031111101420\u003c/li\u003e\n\u003cli\u003eCarter, C. R., \u0026amp; Rogers, D. S. (2008). A framework of sustainable supply chain management: Moving toward new theory. International Journal of Physical Distribution \u0026amp; Logistics Management, 38(5), 360-387. https://doi.org/10.1108/09600030810882816\u003c/li\u003e\n\u003cli\u003eDelmas, M., \u0026amp; Pekovic, S. (2018). Environmental standards and labor productivity: Understanding the mechanisms that sustain sustainability. 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Resources, Conservation and Recycling, 117, 278-294. https://doi.org/10.1016/j.resconrec.2016.11.013\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Supplier motivations, Supplier barriers, Sustainable practices, Supply chains, Qualitative research","lastPublishedDoi":"10.21203/rs.3.rs-4289738/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-4289738/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis qualitative research investigates the motivations and barriers for suppliers in adopting sustainable practices within supply chains. Through semi-structured interviews with 20 suppliers from diverse industries and geographic locations, key themes emerge regarding supplier engagement with sustainability. The findings highlight the complex interplay of internal and external factors shaping supplier behavior, including competitive dynamics, stakeholder pressures, organizational factors, and supply chain complexities. Motivations for supplier engagement with sustainability encompass competitive advantage, financial benefits, stakeholder pressure, and internal values. However, suppliers face significant barriers, such as financial constraints, organizational inertia, and supply chain complexities, hindering their ability to adopt and implement sustainable practices effectively. The implications of these findings extend to both practice and policy, with recommendations for firms to develop tailored strategies and interventions to support suppliers in their sustainability journey. Policymakers can use the insights to inform regulatory frameworks and industry standards that promote sustainability across supply chains, fostering collaboration and knowledge sharing among stakeholders to drive collective action on sustainability initiatives. By addressing these factors effectively, stakeholders can unlock the potential for sustainable supply chain management to drive positive environmental, social, and economic outcomes, advancing the broader agenda of sustainable development.\u003c/p\u003e","manuscriptTitle":"Uncovering the Motivations and Barriers for Suppliers in Adopting Sustainable Practices","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2024-04-22 05:30:57","doi":"10.21203/rs.3.rs-4289738/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"a169e46a-b5a1-4326-b961-3e0bdfd2dac2","owner":[],"postedDate":"April 22nd, 2024","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2024-04-22T05:30:57+00:00","versionOfRecord":[],"versionCreatedAt":"2024-04-22 05:30:57","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-4289738","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-4289738","identity":"rs-4289738","version":["v1"]},"buildId":"7rjqhiLT3MXkJMwkYKINL","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}