The integration of sustainability into purchasing and supply chain management (PSCM) increasingly demands a shift in the norms and assumptions governing these domains (i.e. institutions). Despite the growing application of institutional theory in sustainable PSCM, the literature remains fragmented. Specifically, there remains a lack of systematic theoretical articulation regarding how different elements of institutional change contribute to the development of sustainable PSCM. Adopting an institutional change perspective, this review systematically analyses 93 peer-reviewed articles to advance understanding of sustainable PSCM. The literature reveals four key areas through which institutional change unfolds: triggers that initiate change; mechanisms and processes through which change is enacted; the outcomes that emerge; and enablers that support or shape these developments. The findings indicate a predominance of exogenous pressures, while also highlighting a growing focus on endogenous drivers. Change mechanisms are synthesised using a means-based institutional work lens, identifying relational, symbolic and material forms of work. The review further reveals varied outcomes and identifies key moderating factors at both firm and supply chain levels. These insights are consolidated into an integrative framework of the institutional change that highlights key gaps and outlines future research directions, offering theoretical and practical insights to support transformative change in PSCM. • Explores sustainability in purchasing and supply chain management through an institutional change lens • Identifies triggers, processes, outcomes and enablers of institutional change process in sustainable purchasing and supply chain management • Proposes a means-based categorisation linking institutional work with purchasing and supply chain practices • Proposes an organising framework of the institutional change process in sustainable purchasing and supply chain management
Chikwana et al. (Sun,) studied this question.