Learning to see modern slavery in supply chains through paradoxical sensemaking
Learning to see modern slavery in supply chains through paradoxical sensemaking
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学习通过矛盾的意义建构来看待供应链中的现代奴隶制
DOI：
10.1111/jscm.12309
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发表时间：
2023
影响因子：
10.6
通讯作者：
Pinnington B
中科院分区：
文献类型：
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作者：
Pinnington B
强制性年度报告，以提高公司供应链中工作条件的透明度，是英国政策制定者减少供应链中现代奴役风险的首选方法。尽管有立法和广泛的指导，但年度公司声明令人失望，几乎没有提供实质性行动的证据。然而，到目前为止，很少有关于管理者对这一现象的理解或他们在解决现代奴隶制方面的感知代理的初步研究。在一项采用模板分析的定性研究中，数据来自多个来源，包括对来自英国三家大型公司的32名管理人员的采访，这些公司从事复杂的高风险行业（建筑业）。四个焦点小组被用来建立调查结果的可信度。当管理者纠结于如何理解去哪里看、如何看、看什么时，他们采用了狭隘的视角和类比，抑制了立即采取强制性行动。提高英国劳动力供应链问题的认识，使管理人员进一步远离与全球材料供应链有关的行动。通过与健康和安全立法的类比，这是在相当长的一段时间内发展起来的，管理者证明了等待和观望的方法，推迟行动。这种方便的框架有助于他们避免与复杂性，控制，成本和（不）可见性有关的问题。这种框架需要被打破，才能产生有意义的行动。该研究利用与矛盾的财务和可持续发展目标相关的意义建构理论，提出了扩展的立法和治理如何推动超越商业案例逻辑约束的更具实质性的回应。
Mandatory annual reporting, to improve transparency of working conditions in firms' supply chains, is the favored approach of UK policymakers for reducing modern slavery risks in supply chains. Despite legislation and extensive guidance, annual corporate statements are disappointing, providing little evidence of substantive action. So far though, there has been little primary research of managers' understanding of the phenomenon or their perceived agency in tackling modern slavery. In a qualitative study, employing template analysis, data were drawn from multiple sources, including interviews with 32 managers from three large UK firms in a complex, high‐risk sector (construction). Four focus groups were used to establish credibility of the findings. As managers struggle with how to make sense of where to look, how to look, and what to see, they adopt narrowed perspectives and analogies that inhibit immediate, compelling action. Improved awareness of UK labor supply chain issues has distanced managers further from action relating to global material supply chains. Through analogy with health and safety legislation, which developed over a considerable period, managers justify a wait‐and‐see approach, deferring action. Such convenience framing helps them to avoid issues relating to complexity, control, cost, and (in)visibility. This framing needs to be disrupted for meaningful action to result. Drawing on sensemaking theory relating to paradoxical financial and sustainability objectives, the study suggests how extended legislation and governance may drive more substantive responses that transcend the constraints of business‐case logic.