Supplier Social Sustainability Practices and the Ready‐Made Garment Export Performance in the Developing World

ABSTRACT Drawing on instrumental stakeholder theory, this study investigates the impact of supplier social sustainability practices (i.e., internal and external) on export performance and the mediating role of operational performance, addressing a critical yet underexplored area in the international business and supply chain sustainability literature. While previous research has extensively examined environmental sustainability development and economic performance, little attention has been given to the social dimension of supplier sustainability, particularly its role in shaping export outcomes. Using in‐person survey data collected from suppliers engaged in global ready‐made garment supply chains and their workers in a developing country (Jordan), as analyzed through partial least structural equation modeling, the results reveal that only supplier internal social sustainability practices directly drive export performance, while both internal and external social sustainability practices improve operational performance. However, external social sustainability practices were found to improve export performance indirectly by enhancing operational performance. This study contributes to the literature by highlighting the strategic value of social sustainability in the supply chain and offers practical implications for managers aiming to improve global competitiveness through social sustainability development.