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Governance gaps in eradicating forced labor: From global to domestic supply chains

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  • Andrew Crane
  • Genevieve LeBaron
  • Jean Allain
  • Laya Behbahani

Abstract

A growing body of scholarship analyzes the emergence and resilience of forced labor in developing countries within global value chains. However, little is known about how forced labor arises within domestic supply chains concentrated within national borders, producing products for domestic consumption. We conduct one of the first studies of forced labor in domestic supply chains, through a cross‐industry comparison of the regulatory gaps surrounding forced labor in the United Kingdom. We find that understanding the dynamics of forced labor in domestic supply chains requires us to conceptually modify the global value chain framework to understand similarities and differences across these contexts. We conclude that addressing the governance gaps that surround forced labor will require scholars and policymakers to carefully refine their thinking about how we might design operative governance that effectively engages with local variation.

Suggested Citation

  • Andrew Crane & Genevieve LeBaron & Jean Allain & Laya Behbahani, 2019. "Governance gaps in eradicating forced labor: From global to domestic supply chains," Regulation & Governance, John Wiley & Sons, vol. 13(1), pages 86-106, March.
    • Handle: RePEc:wly:reggov:v:13:y:2019:i:1:p:86-106
    DOI: 10.1111/rego.12162
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    References listed on IDEAS

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    2. Tantawy Moussa & Amir Allam & Mahmoud Elmarzouky, 2023. "An examination of UK companies' modern slavery disclosure practices: Does board gender diversity matter?," Business Strategy and the Environment, Wiley Blackwell, vol. 32(8), pages 5382-5402, December.
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    4. Ioannis Kougkoulos & M. Selim Cakir & Nathan Kunz & Doreen S. Boyd & Alexander Trautrims & Kornilia Hatzinikolaou & Stefan Gold, 2021. "A Multi‐Method Approach to Prioritize Locations of Labor Exploitation for Ground‐Based Interventions," Production and Operations Management, Production and Operations Management Society, vol. 30(12), pages 4396-4411, December.

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