Intra-organisational drivers of purchasing social responsibility

PurposeThis study aims to identify intra-organisational drivers that enhance the implementation of a purchasing social responsibility (PSR) approach and drivers that influence PSR throughout the phases of the process.Design/methodology/approachThe conceptual framework presents PSR as a process, rather than merely a decision. It focuses on three dimensions (centralisation, specialisation and formalisation) to highlight the role and evolution of key drivers through a three-phase process (set-up, operating and sustaining). The empirical analysis is based on a single qualitative case study of Société Nationale des Chemins de Fer Français (SNCF), France’s state-owned railway company, which is particularly advanced in its PSR-related practices.FindingsThe intra-organisational drivers differ according to the phase of the PSR process. Transitions across the three phases entail organisational adaptation, which require the company to transform from a mechanistic to an organic structure.Research limitations/implicationsThis research contributes to a better understanding of the PSR implementation process through an in-depth study focused on intra-organisational drivers. Although relatively understudied, these drivers play important roles.Practical implicationsThis study identifies operational, intra-organisational leverage actions that can benefit firms that aim to adopt or maintain a PSR approach. It also provides comprehensive guidance for activating these leverages throughout the PSR implementation process, and it helps firms identify their level of PSR.Originality/valueThis study proposes the first processual, organisational interpretation of PSR approaches.