Driving digital sustainability in global value chains: Multinational enterprises as chief orchestrators
Academy of Management Perspectives, 2024

Claire Kilpatrick, Kieran M. Conroy Digital sustainability has the potential to transform how multinational enterprises (MNEs) capture, create and distribute value in their global value chains (GVCs). Yet, a real problem persists in understanding how MNEs drive digital sustainability across their GVCs. This is a complex and evolving process that requires MNEs to coordinate with and collaborate across a multiplicity of globally dispersed partners. Adopting an orchestration perspective, our paper constructs a novel take on digital sustainability in several ways. First, we reimagine the role of MNEs as ‘chief orchestrators’ in GVCs, driving digital sustainability through orchestration activities underpinning coordination and collaboration, which in turn generates opportunities for value capture and creation along the GVC. Second, we disentangle the impact of MNE-driven digital sustainability, unpacking the undesired consequences for GVC partners relating to dependency, power dynamics, transparency and supplier squeeze or exclusion. Our insights temper claims about the transformative potential of digital sustainability, challenging scholars, practitioners and policymakers to reflect on and respond to the double-edged effects of MNE-driven digital sustainability in GVCs. Our arguments are demonstrated through three illustrative cases from firms across industries (agriculture, energy and fast-moving consumer goods). We identify implications for management practice and policy and offer guideposts for future research.

Does reshoring affect the resilience and sustainability of supply chain networks? The cases of Apple and Jaguar Land Rover
British Journal of Management, 2023

Nishat Alam Choudhary, M. Ramkumar, Tobias Schoenherr, Nripendra P. Rana, Yogesh K. Dwivedi Extending the notion that reshoring can have a significant impact on a firm's supply network owing to the associated location decisions, we explore how reshoring influences the resilience and sustainability of a focal firm's supply network. While reshoring is triggered by aspects related to both the home (domestic) and the host (foreign) country, frequently more favourable aspects in the home country lead to the reshoring decision. To investigate these dynamics, we construct two large-scale networks consisting of 2066 and 1283 firms, respectively, capturing the supply networks of Apple and Jaguar Land Rover. Both networks have been experiencing the reshoring of previously foreign suppliers to domestic locations. Our investigation captures the network dynamics created by this relocation of tier 1 suppliers for the overall supply chain network, that is, also for higher-tier/sub-tier suppliers. The results reveal, contrary to our expectations, that indirect (sub-tier) foreign suppliers positively influence the network's resilience, with this impact, however, being negatively moderated by their degree centrality, that is, the number of ties a node possesses. In addition, existing indirect (sub-tier) domestic suppliers do not have a significant influence on the resilience of the network. No evidence was found for the impact of reshoring on sustainability. Overall, our study contributes to the reshoring literature by delineating its influence on both the resilience and the sustainability of a focal firm's supply chain network.