Focal firms face the challenge of ensuring compliance with their corporate sustainability standards (CSS) within their own organization, by their suppliers, and higher tiers of upstream sub-suppliers— all the way up to suppliers of basic raw materials. Supplier management strategies are key to increase suppliers’ sustainability performance. While focal firm’s sustainable supplier management practices towards their first-tier suppliers have been studied relatively extensively, little is known on how firms may approach suppliers beyond the first-tier level, the sub-suppliers. Focal firms’ challenges range from the mere identification of sub-suppliers to little opportunities to enforce sub-suppliers’ practices. This paper investigates the sub-supplier management practices of two focal firms in the electronic and retail industry by case study research. It proposes that by actively managing sub-suppliers through assessment and collaboration firms can improve sub-suppliers’ compliance with their CSS, that (1) public attention, (2) risk management, and (3) channel power are antecedents to sub-supplier management, and that stakeholder involvement amplifies the effect of sub-supplier management on sub-suppliers’ compliance with their CSS. This paper is novel in addressing the management of higher tiers of upstream sub-suppliers, proposing a framework for understanding sustainability compliance in sub-supplier management.
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