By Janet Godsell and Nikolai Kazantsev
Recent investigations have uncovered forced labour in agricultural supply chains, illegal fishing feeding supermarket freezers, deforestation embedded in everyday food products, and unsafe conditions in factories producing “sustainable” fashion. These harms were not visible on labels. They surfaced only when journalists, whistleblowers or activists exposed them.
And when they did, something predictable happened. Consumers felt uneasy. Brands issued statements. Promises were made. The point is that the force that set change in motion was not regulation. It was consumers.
Discovering that an ordinary purchase may be tied to exploitation or environmental damage creates a jolt of personal responsibility. In our research, we found that when environmental consequences are clearly linked to people’s own buying choices, many are willing to switch products — especially when credible alternatives exist.
But guilt is private. It nudges personal behaviour. It does not automatically reshape systems. The shift happens when private discomfort becomes public voice.
Consumers are often also the first to make hidden environmental harms visible. They post evidence on social media. They question corporate claims. They compare sustainability promises with independent reporting. They organise petitions, boycotts and review campaigns. By shining a spotlight on the truth, the scrutiny shifts from shoppers to brands.
That shift matters because modern brands depend on trust. Reputation is an asset. When sustainability claims are publicly challenged, credibility is at risk. Research in organisational behaviour shows that firms respond quickly to threats to legitimacy. Reputational damage affects customer loyalty, investor confidence and regulatory attention.
In many high-profile cases, supply chain reforms have followed intense public scrutiny rather than quiet compliance checks. Leaders may not act out of moral awakening — but they do act when inaction becomes costly to their reputation.
Consumers can trigger the emotional chain reaction. They feel guilt. They seek information. They speak collectively. That collective voice generates corporate shame.
Sustainability professor Mike Berners-Lee argues in his book A Climate of Truth that demanding honesty is one of the most powerful climate actions available to citizens. Raising standards of truthfulness in business and media changes incentives. When the gap between what companies say and what they do becomes visible, maintaining that gap becomes harder.
Our research explores how that visibility can be strengthened. The findings were clear. When environmental and social consequences are personalised and traceable, sustainability feels less distant. People see both their own role and the role of particular firms. That dual awareness encourages two responses: behavioural change driven by guilt and corporate accountability driven by shame.
Shame works because it is social. Brands care about how they are seen. When the negative environmental and social effects of supply chains can be publicly connected to named products, corporate narratives become contestable in real time.
Making supply chains socially visible
The technology to improve transparency already exists. Companies track goods through logistics systems, supplier databases and digital product-tagging that collect detailed information about sourcing and production. The barrier is not data collection. It is disclosure.
Environmental indicators — carbon emissions, water use, land conversion risk, labour standards compliance — can be linked to products through QR codes or retail apps. Comparable reporting standards would ensure consistency. Simple digital interfaces would make information accessible. Social sharing tools would allow consumers to compare and discuss findings publicly.
Social media is crucial. It already enables workers, communities and campaigners to challenge corporate messaging. Integrating verified supply chain data into these spaces would shift transparency from crisis response to everyday expectation.
This strategy, with its behaviour change directive, could work more effectively than rules or green marketing campaigns alone.
Regulation is essential but often slow and uneven across borders. Marketing campaigns can highlight selective improvements while leaving deeper practices untouched. Transparency activated by collective consumer voice operates differently. It aligns emotional motivation with reputational consequence.
Consumers are not passive recipients of information. They are catalysts. By feeling the first twinge of guilt, asking harder questions and speaking together, they create the conditions under which companies experience shame. When shame threatens trust and market position, change becomes rational and inevitable.
Shame is uncomfortable. But when directed at opaque systems rather than consumers, it can be powerful. By demanding truth and making supply chains socially visible, consumers can push businesses towards greater transparency — and, ultimately, towards more sustainable practice.
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Janet Godsell, Dean and Professor of Operations and Supply Chain Strategy, Loughborough Business School, Loughborough University and Nikolai Kazantsev, Postdoctoral Researcher, Institute for Manufacturing, University of Cambridge
This article is republished from The Conversation under a Creative Commons license. Read the original article.
