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Theory is an essential prerequisite in the development and maturation of any scholarly discipline. This study offers insight into theory development in reverse logistics (RL) studies, provides a synopsis of the theories employed in RL studies, and presents a comprehensive framework for choosing and applying theories in RL studies.

Using the systematic literature review approach, 265 various RL articles were analysed to discover the trend in using theories in RL studies and classify the individual theories employed. The analysis of the theoretical classification is presented to explain the type and frequency of the usage of theories.

The analysis discovered 52 specific theories from the sample. These theories were categorised under various categories: competitive, inventory, economic, decision, etc. The institutional, stakeholder, transaction cost economies, resource-based view, natural resource-based view, dynamic capability, agency and theory of planned behaviour were some of the key theories discovered. Finally, a comprehensive framework is provided to aid researchers in choosing and utilising theories.

This study gives authors, reviewers and editors perspectives on utilising theories in RL studies. It will give them the impetus to develop theories in RL and limit the borrowing or extension of theories from other disciplines to RL studies.

To the best of the researcher's knowledge, this is the first attempt to comprehensively provide an anatomical perspective into theory usage in RL studies. Besides, this study's proposed framework for selecting and using theories is a novelty in the domain of RL.

The opinion that the spiritual controls the physical gave rise to this chapter. The spiritual in this chapter was regarded as the philosophical and organisational theories controlling the practical aspect of construction supply chain management (CSCM). It was discovered that there is a significant omission in adopting theories to explain supply chain management's (SCM) adaptation and modelling in the construction industry. Therefore, this chapter reviews theories such as resource-based view theory (RBV), principal agency theory (PAT), resource dependency theory (RDT), transaction cost economics theory (TCE) and game theory. Each of the theories was analysed to uncover how they support the practice and variables for modelling the construction supply chain (CSC). The existing models of the CSC were also examined in this chapter. It was found that most models were developed drawing on the frameworks of the global supply chain forum (GSCF) and supply chain operations reference model (SCOR). Owing to the shortcoming of GSCF, this book adopted the framework and principles of SCOR for modelling the management of CSC in the era of the fourth industrial revolution (4IR). Also, most of the existing CSC models, such as the seamless CSCM model, maturity model and others, were developed using the SCOR framework.

The concept of supply chain orientation (SCO) has been described in multiple ways in previous research. The purpose of this paper is to integrate previous descriptions and further develop the structural element of SCO including the areas of organizational design, human resources, information technology, and organizational measurement.

A literature review is used to identify previous descriptions of SCO and present a framework to more completely describe the concept.

SCO cannot be understood without incorporating both a firm's strategic intention to compete via supply chain capabilities and the firm's internal structural elements.

This is a conceptual study undertaken to develop a comprehensive framework incorporating SCO concepts. Although the framework is developed from the existing literature, further research is necessary to test the extended view of the concept.

The paper provides a template for understanding a firm's current SCO, and may be a useful roadmap for firms wishing to develop a greater SCO.

Little research has been published surrounding the concept of SCO. The paper integrates previous descriptions by incorporating both strategic and structural views, and by explaining the antecedent elements internal to the firm that are required to form a SCO.

The purpose of this paper is to investigate the unique supply chain strategies employed by retailers.

A mixed methods approach was employed involving analysis of depth interviews with 27 retail supply chain executives combined with a follow‐up survey capturing over 200 responses.

In light of uncertain economic conditions, retailers appear to be developing more agile/responsive supply chain management (SCM) strategies. Additionally, retailers are putting greater emphasis on maintaining a balance of cost versus service than the cost‐centered focus found in a prior study.

This study focused on US retailers and therefore results should be cautiously extended to the retailing environment in other countries.

Retailing is not a “one size fits all” business, and study results suggest the SCM strategies used by retailers depend greatly on the nature of each retailer's model. However, the need to create agile SCM processes while controlling costs was an overarching theme described by retailers.

Retailers operate some of the largest and most complex supply chains, yet SCM research has generally overlooked the retail sector. This study targets this gap, and in addition introduces a novel data collection approach using clicker devices that researchers may find useful in future projects.

The purpose of this paper is to develop the concepts of supply chain leadership (SCL) and supply chain followership (SCF) from the literature, and propose a theory of leadership in supply chains using a strategy‐structure‐performance theory framework.

Constructs are defined and valid and reliable scales are developed for SCL, SCF, and three structural elements (information availability, communication, and rewards). Proposed SCL and SCF theoretical relationships are tested using data collected from an interactive simulation and analyzed using structural equation modeling.

Transformational SCL and SCF are inter‐related constructs that can be linked to the creation of the three forms of supply chain structure examined in this research to varying degrees. A finding of significance is that supply chain follower organizations may actually have greater influence over operational performance than the supply chain leader.

This research presents an initial test of supply chain‐related constructs not tested in previous research. These represent significant organizational constructs that may benefit future supply chain research efforts.

Transformational supply chain behaviors of leaders and followers can be perceived and measured. Managers may utilize this knowledge to better understand the type of supply chain relationships their organization should most effectively pursue.

The paper introduces the concepts of SCL and SCF and empirically tests these concepts and the structural constructs of information availability, communication, and rewards.

The paper's aim is to develop a closed‐loop supply chain orientation as a strategic alternative available to supply chain organizations seeking competitive advantage in a setting that puts a premium on socially responsible decisions.

The literature describing the concepts of supply chain orientation and supply chain leadership is used to develop a framework for achieving a competitive advantage.

Creating a closed‐loop supply chain orientation may be facilitated when the supply chain leader demonstrates a transformational leadership style, and when socially important environmental issues are present.

The paper presents a synthesis of previously unconnected concepts in a conceptual framework that sets a stage for future research in this area.

The paper highlights the strategic importance of developing a closed‐loop supply chain orientation in the presence of environmental factors, and a supply chain leadership style that may enhance the transformation to such an orientation.

The paper extends the strategic concept of supply chain orientation to include forward and reverse flows in a holistic, closed‐loop view of the supply chain.

The purpose of this paper is to identify the realignment of the physical distribution process for store-based retailers in their efforts to integrate the online channel into their business model. Multiple attributes of the physical distribution process are evaluated to identify associations with order fulfillment methods adopted by omni-channel retailers.

A multi-method approach is used which includes qualitative evaluation of 50 interviews of supply chain executives from large retailers. Additionally, secondary data about firm size, store and distribution networks, online sales, distribution configuration, and order delivery options are used. The findings of qualitative analysis are incorporated into a quantitative classification-tree analysis to identify associations among distribution attributes, order fulfillment methods and order delivery services.

Retailers are developing a consistent omni-channel physical distribution process in which stores undertake a bigger role in order fulfillment and delivery. Level of online sales, size of distribution network, number of sales associates at a store, and number of years engaged in the online channel are identified as having strong associations with the type of order fulfillment method used by omni-channel retailers. The study finds that retailers are focussed on integrating their store and DC inventories and have the benefit of scale with a large store network.

Retailers are reconfiguring their physical distribution processes in the complex omni-channel environment can use the findings of this study to evaluate their strategy and identify the level of realignment effort that is needed. A better understanding of the requirements of physical distribution in an omni-channel setting will guide retailers in developing requisite operational capabilities.

This paper provides a first in-depth look at order fulfillment choices in omni-channel retail and identifies efforts that are underway to realign key elements of the physical distribution process.

Industry 4.0 (I4.0), the Fourth Industrial Revolution, integrates Big Data analytics, blockchain, cloud computing, digitisation and the Internet of Things to enhance supply chain (SC) activities and achieve sustainable growth through dynamic capabilities (DCs). This approach equips businesses with the necessary tools to optimise their operations and remain competitive in a dynamic business environment. The value proposition of a business encompasses a wide range of activities that add value at each stage. By leveraging DCs, a firm can achieve innovation, gain a competitive advantage and enhance its adaptability. Conversely, effective value chain management can amplify the influence of a firm's DCs on SC sustainability, by reducing waste, optimising resource utilisation and fostering strategic partnerships. This mutually beneficial connection takes the form of a dynamic interaction in which I4.0 technologies act as a catalyst to help organisations become more resilient, adaptive and responsive. The adoption of these technologies denotes a comprehensive approach to business shift, not merely technical integration. I4.0 has an impact on several organisational disciplines outside of manufacturing, from automation and efficiency advantages to quality enhancements. This chapter offers an extensive literature review to explore the level of SC sustainability that a business can achieve by combining its DCs and implementing strategic I4.0 adoption. The function of value chain management in moderating the effects of I4.0 and DCs on SC sustainability is also assessed. This study proposes a theoretical model that is grounded in the insights extracted from the literature review.

A review of the literature reveals that previous research on capabilities has been limited to static capabilities and have largely been firm‐centric, which neglect today's evolving supply chain environment. To address this shortcoming, this paper aims to explore dynamic supply chain capabilities (DSCCS) as a path to achieving sustainable competitive advantage.

Logistics and supply chain literature is reviewed to provide a foundation for introducing a model of DSCCS driving competitive advantage. Propositions for future research are presented based upon the theoretical model.

The need to continuously renew boundary spanning supply chain capabilities may be facilitated by the presence of a supply chain orientation and a learning orientation found across the multiple partners.

Supply chain organizations exist in a continually evolving environment with the best‐performing firms often being characterized as agile and continually improving. The dynamic capabilities perspective provides a theoretical foundation that may be used to better understand and predict the success of supply chain firms. The work presented here is conceptual and empirical examination of the propositions should occur before any broad generalization can be drawn.

Long‐term organizational success may be facilitated by continuous renewal and creation of new static capabilities through the use of DSCCS.

The paper demonstrates that dynamic capabilities may be extended beyond the traditional single‐firm view to exist across the relationships developed by multiple organizations in a supply chain.

Theory is needed for a discipline to mature. This research aims to provide a summary analysis of the theories being used in contemporary logistics and supply chain management (SCM) studies.

A comprehensive literature review of articles appearing in five top tier logistics and SCM journals is conducted in order to identify how often theory is used and to classify the specific theories used. An analysis of the theoretical categories is presented to explain the type and frequency of theory usage.

Over 180 specific theories were found within the sampled articles. Theories grouped under the competitive and microeconomics categories made up over 40 per cent of the theoretical incidences. This does not imply all articles utilize theory. The research found that theory was explicitly used in approximately 53 per cent of the sampled articles.

Two implications are central. First, in the minds of editors, reviewers and authors is approximately 53 per cent theory use enough? Literature suggests there continues to be a need for theory‐based research in the discipline. A first step may be to increase our theory use, and to clearly describe the theory being used. Second, the vast majority of theories used in recent logistics and SCM research originated in other disciplines. Growth in the discipline dictates the need for greater internal theory development.

Despite multiple calls for the use of theory in logistics and SCM, little formal research has been produced examining the actual theories being used. This research provides an in‐depth review and analysis of the use of theory in logistics and SCM research during the period 2004‐2009.