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Most companies are under pressure to improve the environmental sustainability of their supply chains. However, there is considerable variance in companies’ ability to successfully deploy environmental management projects. One important factor, according to articles in the academic and business press, is the ability of champions of sustainable supply chain management projects within organizations to gain the commitment of colleagues (e.g., other managers from a variety of functions) to help these projects succeed. Therefore, this paper examines variables that affect a project champion’s ability to gain this commitment from colleagues. In particular, building on existing research from supply chain management and beyond, this research employs a video-based experimental design to examine the effect of the influence approach that the project champion employs, the values of the person the champion is trying to influence, and the organizational climate. The results suggest that organizational climate and certain individual values directly affect commitment. There are also interactions between values and influence tactics. The research adds to the field’s growing knowledge on the antecedents of sustainable supply chain management within companies while providing valuable guidance for environmental champions and for top managers.


Published title is "Managerial Commitment to Sustainable Supply Chain Management Projects."

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This is an author-produced, peer-reviewed version of this article. The final, definitive version of this document can be found online at Journal of Business Logistics, published by Wiley on behalf of the Council of Supply Chain Management Professionals. Copyright restrictions may apply. doi: 10.1111/jbl.12073