Internal drivers of SSCM

Figure 6 shows that all the factors are important for the adoption of SSCM practices. Ethical motivation is displayed as the most influential driver group, with a mean score of the importance of 4,19.

Performance expectations, market factors, and regulatory pressure are also described as important drivers, all with a score above 3,8. Social pressure appears to be the least influential driver group.

Nonetheless, it is still important with an average score of 3,51. Descriptive statistics for each of the factors (constructs) are presented in the following sections, which intends to explain how the importance of each factor is distributed at a more detailed level. The factors are presented according to the structure outlined in Sub-Chapter 3.2. In the graphical presentation of each factor, the questions are abbreviated and partly reformulated to increase the readability of the charts, and the questions can be studied in their entirety in Appendix 7.

5.4.1 Internal drivers of SSCM

The internal drivers consist of two higher-order constructs, namely, performance expectations and organizational and ethical pressure. These constructs are comprised of multiple variables, and we will in this sub-chapter examine the average importance that each variable has for the adoption of SSCM practices. The statistical data is presented in conjunction with relevant information and citations from the transcribed interview data. Subsequently, the same is done for the external drivers.

Performance expectations

Previous research emphasizes that performance expectations are a major driver of SSCM practices and that economic benefits and increased operational performance may be the main reason why many organizations choose to implement sustainability practices. Our findings reflect this as performance expectations are revealed to be the second most important driver, with an average score of 4,03. Performance expectations consist of two variables, presented in Figure 7 with their mean score of importance.

Figure 7: Performance expectations, presented in average 3,97

55 The transcribed data from the interviews gives a more comprehensive description of why organizations may perceive performance expectations as an essential driver. The informants emphasize that sustainability also includes an economic dimension and that it can be financially smart to work with sustainability.

«We think it is healthy for our company`s economy to work with sustainable development today and be the one that is quick to implement good solutions”- Manufacturing

The informants also highlight the importance of perceived performance benefits by indicating that sustainability and increased performance are closely linked.

“It is financially smart to work with sustainability. It can be costly in a transition phase, but it can be economically profitable to work with sustainability in the long run. Sustainability also includes economy. Having a climate perspective means that you become more competitive and is able to drive innovation further.” – Manufacturing

«We are prepared for the fact that reaching the goals we have within sustainability will have a cost, but it will in many instances lead to cost reductions since we will actually use fewer resources or avoid penalty fees. So even though it will increase costs in the coming years, we are confident that it will be a huge cost reduction in the long-term. It will also ensure that we will remain competitive in the distant future.” – Retailer

“Some people say that you have to accept increased costs to be sustainable, that’s not completely true, because in many cases you actually have adjacency between or correlation between a sustainable solution and a good business solution”- Maritime

Organizational and ethical motivation

In our thesis, organizational and ethical motivation is revealed to be the most influential factor, with an average importance score of 4,19. This driver consists of two variables, where top management support and commitment are found to be substantially more important than employee motivation.

The variables and their mean scores are illustrated in Figure 8.

56

Figure 8: Organizational and ethical motivation presented in average

The transcribed data from the interviews demonstrate the importance of commitment and support from top management and that this is often expressed through the organizations' strategy.

«We have a highly competent management team that most definitively cares about sustainability, and sustainability is well-established at top management level. Of course, we experience expectations and demands from external sources, but we are under the impression that our own motivation and understanding of the importance of sustainability is what is going to drive us forward.”- Manufacturing

“Sustainability is a part of our social mission, and it is an important part of doing business, and top management is sending clear signals that we need more strategic goals related to this.”- Retailer Lastly, from the statistical data, it is evident that employee expectations and motivation are weaker drivers for SSCM. Nonetheless, the qualitative data indicates that employees can be very passionate about sustainability issues and therefore act as a relevant driver for some organizations.

“A lot of people are very excited about changes related to sustainability, and they want to work on projects that are related to sustainable solutions.”- Oil and energy

“Employees want to have a job they are proud of, and we experience that young people who come to us for work are highly concerned about finding an employer that works with sustainability. The employees are generally much more concerned about sustainability now than they were 5 years ago.”- Retailer

«We have an app where the employees can share information, and almost daily we see that employees post examples of supplier that have breached our sustainability guidelines, so this is something that many of our employees are highly passionate about.”- Retailer

3,60

57