ABSTRACT
This chapter centers on issues that responsible global leaders face when making decisions to manage the supply chain of their organizations. This chapter contributes to the literature on corporate social responsibility (CSR) and upstream and downstream responsible global leadership in the supply chain. Our primary contribution is the creation of a typology of firm behavior to describe four archetypal strategic responses to increased pressure for CSR. The remainder of the chapter is structured as follows. First, we provide a theoretical justification of the intersection between global leadership and CSR. Second, the authors introduce our typology of responsible global leadership in the supply chain. The chapter concludes with a discussion of the implications for practice. Currently, the world is facing myriad issues that transcend state borders. Despite the best efforts of national governments and international organizations, negative externalities of globalization continue to threaten the global population.
