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The digital advances in modern industry are accelerating changes in the broad social, economic, political and business environments within which supply chain management (SCM) is practiced. Given this extraordinary contextual upheaval, the conduct of research to identify, define, understand and explain how the digital revolution will impact key SCM concepts is imperative. The purpose of this paper is to introduce a theoretically grounded Digitally Dominant Paradigm (DDP) framework that demonstrates how digital concepts and insights can be infused into existing elements of best-practice SCM, in order to help guide future research.

Middle-range theorizing is proposed as a means to explore the ways in which researchers can explain supply chain phenomena (i.e. build theory) in the age of digitalization.

An example of how a DDP framework can be applied to a well-entrenched logistics/supply chain concept is provided, and the authors conclude by identifying exemplary research propositions for future exploration.

The broad goal of the paper is to spark forward-looking supply chain scholarship based upon development of a DDP of SCM.

Top-level operations leaders can drive organizational performance across a broad range of pro-environmental objectives. The authors’ focus is on understanding which specific leadership competencies are most conducive to green performance outcomes. The authors further consider the influence of Lean thinking on the importance of these competencies.

In study 1, of a multi-method investigation, the authors interview executive search professionals, on how green objectives impact top-level operations leadership searches. In study 2, the authors adopt a multi-attribute choice task to examine how Lean thinking impacts competency preferences. Finally, in study 3, the authors merge secondary data on corporate environmental performance with a survey of top-level operations managers’ assessments. This triangulating multi-method approach provides an integrated and holistic view into these dynamics.

Results show particularly strong associations between resource and energy management outcomes and the specific leadership competencies of stewardship. This set of leadership competencies play the greatest role when Lean thinking is deficient.

While the authors’ focus is on top-level operations managers, and their under-explored impact on environmental performance, such an impact represents only one dimension of corporate social responsibility (CSR) that these managers may be critically influencing.

The associations uncovered in this research suggest critical leadership characteristics to consider in developing and recruiting top-level operations managers, when specific environmental objectives exist.

The study’s findings draw attention to the importance of leadership characteristics among influential corporate decision-makers, instrumental in the environmental progress of firms.

This work fills a critical gap in the authors’ understanding of how top-level operations managers influence green corporate objective, and how their contributions are valued across settings.

This study aims to examine publications of supply chain management (SCM) researchers from across the world and maps the leadership role of authors and institutions based on how prolific they are in publishing and on network measures of centrality while accounting for the quality of the outlets that they publish in. It aims to inform stakeholders on who the leading SCM scholars are, their primary areas of SCM research, their publication profiles and the nature of their networks. It also identifies and informs on the leading SCM research institutions of the world and where leadership in specific areas of SCM research is emerging from.

Based on SCM papers appearing in a set of seven leading journals over the 15-year period of 2001-2015, publication scores and social network analysis measures of total degree centrality and Bonacich power centrality are used to identify the highest ranked agents in SCM research overall, as well as in some specific areas of SCM research. Social network analysis is also used to examine the nature and scope of the networks of the ranked agents and where leadership in SCM research is emerging from.

Authors and institutions from the USA and UK are found to dominate much of the rankings in SCM research both by publication score and social network analysis measures of centrality. In examining the networks of the very top authors and institutions of the world, their networks are found to be more inward-looking (country-centric) than outward-looking (globally dispersed). Further, researchers in Europe and Asia alike are found to exhibit significant continental inclinations in their network formations with researchers in Europe displaying greater propensity to collaborate with their European-based counterparts and researchers in Asia with their Asian-based counterparts. Also, from among the journals, Supply Chain Management: An International Journal is found to exhibit a far more expansive global reach than any of the other journals.

The journal set used in this study, though representative of high-quality SCM research outlets, is not exhaustive of all potential outlets that publish SCM research. Further, the measure of quality that this study assigns to the various publications is based solely on a publication score that accounts for the quality of the journals, as rated by Association of Business Schools that the papers appear in and nothing else.

By informing the community of stakeholders of SCM research about the top-ranked SCM authors, institutions and countries of the world, the nature of their networks, as well as what the primary areas of SCM research of the leading authors in the world are, this research provides stakeholders, including managers, researchers and students, information that is helpful to them not only because of the insights it provides but also for the gauging of potential for embedding themselves in specific networks, engaging in collaborative research with the leading agents or pursuing educational opportunities with them.

This research is the first of its kind to identify and rank the top SCM authors and institutions from across the world using a representative set of seven leading SCM and primary OM journals based on publication scores and social network measures of centrality. The research is also the first of its kind to identify and rank the top authors and institutions within specific areas of SCM research and to identify future research opportunities relating to aspects of collaboration and networking in research endeavors.

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 explore the phenomenon of asymmetric supply chain relationships and investigate how firms manage these relationships.

Using grounded theory methodology, qualitative data was accumulated from experienced supply chain managers. Depth interviews were utilized in order to gain a deeper understanding of asymmetric supply chain relationships.

Prior research has conceptualized asymmetry as a lack of dyadic balance in a core relationship attribute and has focused on causal effects of asymmetry in relationships. However, this study finds asymmetry is a more complex issue and that there are three distinguishable types of relationship asymmetry.

The types of asymmetry that emerged in this exploratory research potentially have different impacts on supply chain relationships. Therefore, the strong negative connotation associated with existing asymmetry literature may well be because the type of asymmetry that primarily triggers negative relationship impacts were being investigated. However, this paper suggests that some types of asymmetry have positive relational outcomes.

This exploratory paper provides managers with additional insight into a common type of supply chain relationship and suggests that asymmetric relationships should be segmented in order to more effectively manage transaction costs.

The notion that asymmetry is a simple, unidimensional construct is now called into question. According to the findings of this paper, asymmetry is a complex issue and managers employ different strategies to address the potential supply chain relationship performance implications with each type of asymmetry.

The purpose of this research is to investigate the dynamics and dimensions of behaviors of supply chain employees that may impede the success of supply chain relationships.

A grounded theory qualitative method was used to explore the concept of counterproductive work behavior in a supply chain context.

Through analysis and evaluation of the data, five key supply chain counterproductive work behaviors (avoiding, withholding, emoting, confounding, and shifting) emerged. Overall, these behaviors are associated with perceived contract breaches, which undermines trust within supply chain relationships.

This work provides a basis for researchers to explore counterproductive work behaviors within supply chain management and managers to consider these behaviors in relational exchange. Future research can build on the insights provided here by applying quantitative methods to exploring the phenomenon and investigating counterproductive behaviors from the actor's perspective.

This research provides an overarching framework for relationship management behaviors that may detract from supply chain relationships. Research has previously explored these types of behaviors in a segmented fashion. This work takes a comprehensive look at behaviors and through evaluation of the data, relational and informational contract breaches emerge. The data suggests these contract breaches may undermine the trust within supply chain relationships.

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 advent of the Internet and electronic communications has enabled companies to be more responsive to their customers. However, the same technological advancements are changing the marketplace and providing an impetus for changes in strategic alliance and partnership structures. Successful leaders of the future will have to understand how to operate in the new marketplace and within the evolving organizational structures where alliances and partnerships are changing. The purpose of this article is to shed light on the current and future organizational structures in the logistics industry. Toward that end, traditional supply chain management (SCM), electronic supply chain management (eSCM), and the resulting impact on strategic alliances and partnerships will be explored. Additionally, considering the inherent ability of the eSC to be dynamic and adaptable, the new type of leader that is likely to be most successful in this new structure is discussed.

This study aims to analyze the state of knowledge on the relationship between leadership and the firm’s supply chain. The study identifies and examines the existing literature, unveils research gaps and suggests future research directions.

Adopting a systematic review process, a total of 110 articles published in top-ranked academic journals (A* and A category as per ABDC-2019 list) were analyzed. Descriptive, cluster, thematic and regression analyses of citations were performed to garner insights.

The review outcome shows an upward trend of articles studying the influence of leadership in the supply chain. With the highest number of articles, developed countries and manufacturing companies have been the research contexts of the research studies. Clustering reveals eight significant areas where the leader’s involvement in the supply chain is discussed, with several sub-themes emerging within each cluster. Finally, the regression analysis of citations shows that only the journal’s quality matters the most in receiving the highest citation for the articles.

As this study considered only A* and A-ranked journals of the ABDC-2019 list, there is a risk of excluding some relevant articles.

While the current literature deliberates on recent trends in the supply chain, such as the application of Industry 4.0 practices, this review revolves around the classical theme of leadership and demonstrates its importance in the supply chain. The study is among the first to conduct a bibliometric analysis of articles deliberating on leadership and supply chain issues by grouping the articles into clusters and themes. In the end, the clusters and themes were conceptualized into the “House of Supply Chain Leadership,” of which leadership forms the foundation.