Craig R. Carter is an assistant professor of international supply chain management in The Robert H. Smith School of Business at the University of Maryland, College Park. Dr. Carter holds a PhD in purchasing and logistics from Arizona State University. His research focuses on environmental and social respon-sibility issues in international supply chain management. He has published in several logistics- related journals, including the Journal of Business Logistics, International Journal of Physical Distribution and Logistics Management, International Journal of Purchasing and Materials Management, Transportation Journal, and Transportation Quarterly.This is his second publication in Decision Sciences.
Interorganizational Determinants of Environmental Purchasing: Initial Evidence from the Consumer Products Industries*
Version of Record online: 7 JUN 2007
Volume 29, Issue 3, pages 659–684, July 1998
How to Cite
Carter, C. R. and Carter, J. R. (1998), Interorganizational Determinants of Environmental Purchasing: Initial Evidence from the Consumer Products Industries. Decision Sciences, 29: 659–684. doi: 10.1111/j.1540-5915.1998.tb01358.x
The authors acknowledge the insightful comments of the editor, an associate editor, and three anonymous reviewers, whose input resulted in a significantly improved paper.
- Issue online: 7 JUN 2007
- Version of Record online: 7 JUN 2007
- Received: May 2, 1996. Accepted: February 10, 1997.
- Distribution Channels;
- Environmental Purchasing;
- Structural Equation Models;
- and Supply Chain Management.
Environmental purchasing consists of the purchasing function's involvement in activities that include reduction, recycling, reuse, and substitution of materials. Despite the potentially important role that the purchasing function can play in a firm's environmental activities, little research has been performed to date that examines the factors that impact environmental purchasing. The authors develop and empirically test a theoretical model that examines how interorganizational factors both drive and constrain purchasing's involvement in environmental activities. The empirical findings suggest that environmental purchasing activities will be facilitated through increased coordination with suppliers as well as downstream members of the supply chain, including retailers. The results also suggest the need for increased coordination within the firm, particularly between the purchasing function on the inbound side and marketing and distribution functions on the outbound side.