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To improve the understanding of the inter‐organizational dynamics of the dyadic relationships between a buyer and provider of logistics services (TPL dyads).

Analyzes the preparation, implementation, and operation of a particular case of third party logistics (TPL) arrangements. Based on a single case study of a dyadic relationship, the paper confronts the static view of the transaction cost approach and the agency theory on “governance structures” and “contracts” by showing how “relationship governance” emerges and develops over time.

TPL dyads are subject to both controllable and non‐controllable forces of change, which may not always have a positive effect on the logistics performance or the relationship itself. Inter‐organizational dynamics not only relate to learning, competence development, or adaptation, as suggested by other studies, but also to how the dyadic relationships are governed. As the dyad accumulates experience over time, changes will occur in the balance between the two parties in terms of goal congruence and risk preferences, which has a strong influence on the nature of contracts and other safeguards governing the relationship. Similarly, explanatory power of theories applicable to inter‐organizational settings may vary as relationships emerge and develop over time. Focus on core competencies as the logic of outsourcing is followed by a period characterized by a principal‐agent relationship. To ensure further prosperity of the relationship, the two companies must direct their efforts towards the logic of the network approach.

Contributes to a cross‐disciplinary fertilization of the SCM field, in particular inter‐organizational relationships.

The paper seeks to discuss and develop SCM as a scientific discipline using different theories from non‐logistics areas to explain inter‐organizational phenomena. It also attempts to establish a frame of reference that allows us to mitigate the gap between the current SCM research and practice and the theoretical explanations of how to structure and manage supply chains.

The paper introduces three different perspectives that together will contribute to a broader understanding of SCM in practice: an economic perspective; a socio‐economic perspective; and a strategic perspective. The theoretical framework is applied to two important research topics within SCM: third party logistics (TPL); and new product development (NPD).

There is no such thing as “a unified theory of SCM”. Depending on the concrete situation, one can choose one theory as the dominant explanatory theory, and then complement it with one or several of the other theoretical perspectives.

The way the four theories complement one another is explored on a conceptual basis, but further research into this direction may explore more deeply how these alleged complementarities occur in practice, and how managers mould their decisions by these ideas.

The four theories can provide normative support to important management decisions in supply chains, such as outsourcing, safeguards against opportunism, and alignment of incentives.

The main contribution is that one cannot rely on one theoretical explanation when analyzing phenomena in SCM. It is neccessary to consider several theories and how they may complement one another in order to provide a more comprehensive view of SCM.

To identify some of the major issues and problems firms face, when they collaborate with suppliers in new product development.

The paper presents a case study of a leading Danish hearing aid manufacturer.

Early involvement of suppliers in new product development reduces time‐to‐market, but increases the risk that proprietary knowledge is leaked to the competitors. Therefore, the supplier approval process is very important.

The paper discusses the implications of platform management for new product development and sourcing strategies. The paper is based on a single case study. In order to generalize the findings, it is necessary to study more companies from different industries, with different technologies, competition, and contextual features.

The paper illustrates the risk of single sourcing and raises the question, how buyers without leverage can become an interesting customer for large suppliers.

The paper analyzes the implications of platform management for new product development and supply chain management at the interfaces between focal company and its suppliers and customers.

Supply chain management (SCM) is becoming a popular concept both in research and in practice. At the EurOMA Conference in Copenhagen in 2002 many papers focused on SCM as a research topic. Similarly, an increasing number of companies are establishing positions as supply chain managers. SCM is also a popular theme for trade journals and management conferences. The quest for integration is an explicit or implicit assumption in most literature within SCM. The basic hypothesis is “the more integration – the better the management of the chain”. This article discusses what the term “management” in the concept of SCM stands for. The integration assumption as a “cure all” prescription for SCM is challenged, and questions raised as to when it is possible and desirable to exercise management in supply chains. The main thesis is that it depends very much on the “environment” of the supply chain and the power relations between the participants in the supply chain.

This paper considers third party logistics (TPL) from a resource and competence perspective. New competencies are developed in the relationship between the shipper and the TPL provider. A typology of TPL relationships is developed going from market exchanges to joint logistics solutions. Here, the article will concentrate on the highest level – joint logistics solutions. The theoretical grounding of competence development will be outlined. Two case examples will illustrate the learning process in TPL arrangements. Finally, the article will discuss managerial implications and implications for future research in TPL.

The COVID-19 pandemic has badly affected the global economy. The use of social capital as a resource to diversify agribusiness to get more customers and improve the agricultural supply chain is a considerable issue to explore. This study aims to develop a comprehensive measurement of social capital and examine its effect on the intention to diversify agribusiness. From a supply chain perspective, it uses theory of planned behavior (TPB) and resource-based view (RBV).

The study uses a mixed-methods approach. In-depth interviews, focus group discussions and surveys are used. Structural equation modeling on a sample of 465 respondents in Vietnam was employed to examine the hypothesized relationships.

An integrative measurement scale of social capital from an agricultural supply chain perspective is suggested. The study also shows significant causal relationships amongst social capital, motives, TPB's determinants and the intention to diversify agribusinesses in light of supply chain perspectives.

The study offers a significant contribution to the existing body of knowledge in the literature on social capital, motives, TPB, RBV and supply chain perspectives. The study was executed in Vietnam, where most farmers are smallholders, family business owners or micro-scale entrepreneurs in agriculture.

Doctoral education is usually considered to be a one‐to‐one learning situation with the professor on one side of the table and the doctoral student on the other. With the joint‐Nordic PhD program in logistics, founded in 1997‐1998 by a network of senior scholars from business schools and universities throughout the Nordic countries, doctoral students are now part of a learning network comprising other doctoral students and senior researchers. One of the program’s purposes is to establish doctoral courses in logistics to improve and secure the quality of research. So far, two courses have been completed: “Logistics in a philosophy of science perspective” and “Methods in logistics research”. The student response to the initiative has been very positive. The Nordic Research Academy (NorFA) and the participating universities have supported the program financially.

The paper aims to present a conceptual framework for analysing CSR practices in global supply chains. It also seeks to demonstrate how a pioneering Swedish company, IKEA, implements and manages CSR practices at its suppliers.

A case analysis of IKEA illustrates the implementation and management of CSR practices in supply chains. The focus is on internal and external integration of CSR practices in the supply chain. IKEA holds a leading position in its supply chain and is a global brand‐owner. Personal interviews are performed with employees from one of the company's trading areas.

Practising CSR in supply chains requires that CSR is embedded within the entire organisation, including subsidiaries abroad and offshore suppliers. It includes employee training and sharing of experience, training of key personnel at the supplier level, positive incentives for suppliers in the form of long‐term contracts and enlarged purchasing orders, and regular auditing of suppliers' performance.

The paper focuses on CSR practices in a specific company's supply chain. Therefore, the findings cannot be generalised to other companies. Also, the practices have been studied from the perspective of the focal company.

The CSR practices of IKEA can serve as inspiration for other companies that are considering adopting corporate codes of conduct.

The paper presents a company that has a long tradition for working with environmental and social issues. The paper demonstrates how the actual management of CSR practices is determined by context‐dependent factors.