Purpose - This paper seeks to identify the inhibitors and drivers of CSR
implementation in fashion garment manufacturing from a supply chain
management perspective. Design/methodology/approach - A qualitative case
study approach was adopted, using purposive sampling to select seven
export garment manufacturers of varying size and business model in Sri
Lanka. Primary data was collected through on-site face-to-face
interviews with managerial level and operational level informants within
each company and through non-participant observation within factory
environments. Data analysis was conducted manually. Findings - Adopting
SCM principles supports CSR implementation in supplier facilities in
global fashion garment supply chains by overcoming the negative effects
of retail buying practices. It also progresses supplier CSR performance
beyond that which is achievable via a coercive, compliance-based model
by encouraging suppliers to be innovative and take ownership of the CSR
agenda. Hence, aspects of supply chain relationship management may be
more critical in progressing CSR implementation than traditional
bureaucratic monitoring and auditing mechanisms. Practical implications -
In an industry sector facing unique pressure on cost as well as lead
time, fashion retailers must understand how to align CSR implementation
with the unique competitive challenges of the sector. Analysing the
success of CSR implementation in the Sri Lankan export garment
manufacturing industry enables managers to identify barriers and
supporting factors to CSR implementation in global fashion supply
chains. Originality/value - This paper presents industry-specific data
from a key global garment manufacturing country on a commercially
sensitive subject. Its contribution to extant literature is the
development of a CSR framework that identifies inhibitors and drivers to
CSR implementation from a fashion supply chain management perspective.