Highlights Two systems are discussed to verify the value of introducing internal competition; Three types of collaboration intensity are analyzed and compared; The efficiency of supply chain members’ CSR investment is taken into decision models; The strategies about CSR investment are proposed to promote regional collaboration.
Abstract In this paper, we study the effects of introducing competition on supply chain systems and partner collaboration. We find that a system with internal competition obtains greater total profits, higher effective CSR investment levels, lower sales prices, and a larger market share through no collaboration or only-CSR-investment collaboration than a system without internal competition. Through introducing competition between retailers, only-CSR-investment cooperation achieves the same effective CSR investment level and total profits as CSR investment and pricing joint cooperation. We give some managerial insights into strategies for regional collaboration.
To introduce competition or not to introduce competition: An analysis of corporate social responsibility investment collaboration in a two-echelon supply chain
2019-11-09
Aufsatz (Zeitschrift)
Elektronische Ressource
Englisch
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