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100			_aShahidur Rahman, _955891
245			_aMulti-actor Initiatives after Rana Plaza: _bFactory Managers Views /
260			_bWiley, _c2020.
300			_aVol 51, issue 5, 2020 : (1331-1359 p.).
520			_aThe Rana Plaza factory disaster in April 2013, which resulted in the death of a large number of factory workers and injured many more in Bangladesh's ready-made garment industry, highlighted the sustained failure of the government of Bangladesh to address safety in the workplace. In the wake of the tragedy two significant transnational governance initiatives emerged — the Accord on Fire and Building Safety in Bangladesh (hereafter the Accord) and the Alliance for Bangladesh Workers’ Safety (hereafter the Alliance). For the first time, different key stakeholders worked together to address fire, electrical and structural safety of factory buildings. This study analyses the perceptions of factory managers in Bangladesh regarding the Accord and Alliance agreements. The article argues that although there have been significant breakthroughs in terms of developing a culture of safety adhered to by the government and entrepreneurs, the suppliers have encountered difficulties in implementing these initiatives. The limited support from buyers has posed a major challenge for the sustainability of these two multi-stakeholder agreements.
700			_aRahman, Kazi Mahmudur _955892
773	0		_08737 _916865 _dWest Sussex John Wiley & Sons Ltd. 1970 _tDevelopment and change _x0012-155X
856			_uhttps://doi.org/10.1111/dech.12572
942			_2ddc _cEJR
999			_c13808 _d13808