Research on the “uses of the past” in organizations and organizing is flourishing. This introduction reviews this approach to integrating history into organization studies and explores its paths forward. We begin by examining the intellectual origins of the approach and by defining why and how it matters to the study of management and organizations. Specifically, we emphasize the performative role of history in making and unmaking organizational orders. Next, we elaborate on how the articles in the special issue demonstrate the uses of the past in shaping organizational identity, strategy, and power. We also highlight how this work contributes to our understanding of the socially embedded character of history in organizations by accounting for the role of materiality, intertextuality, competing narratives, practices, and audiences in how the past is used. We conclude by considering four research frontiers particularly worthy of further exploration—the influence of temporal form, the role of non-rational knowledge, the range of methods, and the integration of ethics—in studies of the uses of the past in organizations.

Argues that the existing supply chain literature provides no explanation for the role of intermediation and intermediaries and may even be said to predict their demise. This claim is made on the basis of two assumptions derived from the literature, namely that intermediation reduces supply chain transparency and adds cost but not value. Observes, however, that intermediation is an important component in many international clothing supply chains and outlines an explanatory framework that focuses on information costs. The principal sources of information costs in international markets for clothing are then identified and, finally, a case study is presented to provide empirical illustration of the preceding arguments, demonstrating the explanatory power of the theory advanced.

Improving competitive advantage to the first-tier echelon of automotive supply chains is enabled via the requirement for transparent information flows in both the order-generating and order fulfilment channels. However, four generic areas are identified which are barriers to improving performance. These are cultural (is it in our interests?); organisational (does the supply chain have the right structure?); technological (what common format and standards are required?); and financial (who pays the bill?). How these barriers may be overcome to the benefit of all``players'' in the chain is discussed, plus benchmarking of current best practice. Exemplar supply chains are identified as noteworthy for the emergence of supply chain``product champions''. These have the vision, authority, and drive to implement new systems and set in place mechanisms to minimise regression to old working practices.

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