INTRODUCTIONLogistics research often involves phenomena with complex behavioral dimensions. Such phenomena can be explored both quantitatively and qualitatively. However, there exist many traditions within quantitative and qualitative research. Qualitative research broadly refers to research conducted in a natural setting using direct participant interaction and observation in order to bring to light deeper or different perspectives and behaviors of participants than those discovered previously (Flint, Larsson, Gammelgaard, and Mentzer 2005;Flint and Mentzer 2000;Frankel, Naslund, and Bolumole 2005;Naslund 2002). Qualitative research in some form with an emphasis on natural settings has been employed in the study of almost every key phenomenon of the logistics discipline. Frankel, Naslund, and Bolumole (2005) provided an overview of the predominant research methods in this journal over a five year period from 1999 through 2004. Their research revealed that 29 articles relied on interviews as a primary or secondary means of collecting data, four used observation, and ten used case studies. Some recent logistics topics explored using qualitative methods and include logistics service driven loyalty (Davis and Mentzer 2006), supply chain management coordination mechanisms (Fugate, Sahin, and Mentzer 2006), logistics management in postsoviet central-Asian transitional economy (Price 2006), and drivers of inter-organizational relationship magnitude (Golicic and Mentzer 2005). Although a significant contribution to the dialogue on methods used in recent logistics research, the Frankel, Naslund, and Bolumole (2005) piece and the vast majority of the published qualitative work in the logistics and supply chain field fail to recognize the true variety of options within the qualitative realm. Aside from their discussion of the variety of case study approaches, Frankel, Naslund, and Bolumole (2005) did not go far enough in explaining the wide variation that exists in case studies, interviews and observation. Interviews and observation especially can be conducted in many ways depending on the tradition within which they are being used.The vast majority of qualitative research in logistics relying on interviews, case studies and to some extent, observation, fails to articulate a specific tradition and philosophical perspective within which the studies were conducted. Specifically, interviews conducted within a grounded theory (GT) study are conducted differently and are analyzed differently than interviews conducted within a case study, phenomenological study, or ethnography.We wish to encourage continued use of qualitative research and in particular, an adoption of GT research within the logistics discipline, but in a way that it reaches its full potential. To that end we have two broad objectives for this. The first objective is to present a rationale for expanding the use of GT to study logistics issues in hopes that more logistics researchers will consider GT for examining appropriate logistics phenomena. The second object...

Purpose -To date research focused on cultural dimensions and the role it plays in supply chain management (SCM) has been limited. Executives interviewed as part of the background investigation for this paper report that until an organization can bring about effective cultural change, SCM will remain an artifact of corporate myth. Prior to driving change, however, more must be known about the dimensions of supply chain oriented culture. Seeks to address this. Design/methodology/approach -This paper develops a framework based upon the culture literature to identify and define critical dimensions of cultural orientation that impact implementation of SCM. Findings -The framework serves as the basis for research propositions suggesting likely dimensions of supply chain cultural orientation. Propositions also link these dimensions to behaviors that encourage successful SCM.Research limitations/implications -The research will enable managers to identify the critical factors upon which to focus resources as they try to drive supply chain change. The research will establish a starting point for researchers interested in enhancing our understanding of the phenomena involved in cultural change. Originality/value -The research presented in this paper was undertaken to further discussion of the role that cultural orientation plays in the successful implementation of SCM.

Purpose -Development of theory remains an essential step in the evolution of supply chain management as an integrative business discipline. Supply chain research often involves phenomena possessing complex behavioral dimensions at both the individual and organizational levels. Such complexity can require the utilization of holistic and inductive approaches in order to more fully understand the behaviors associated with the phenomena. This paper aims to provide a step-by-step guide intended to increase researchers' understanding of the use of grounded theory (GT) methodology in supply chain contexts. Design/methodology/approach -The paper argues for GT as an appropriate method for studying emerging supply chain phenomena using an inductive, holistic approach. Findings -GT is positioned in a holistic framework of research methodologies. Next a step-by-step explanation of the grounded theory process is offered, illustrated by examples from the authors' own research. Originality/value -This paper links the complex "system of systems" nature characteristic of supply chains to the need for a holistic research approach such as grounded theory. It also provides a guide for researchers, reviewers, and editors to judge sound GT. Moreover, from a practical perspective, the in-vivo nature of GT provides recognizable solutions to managerial problems.

Supply chain technology (SCT) facilitates information transfer within and across firm boundaries. However, institutional environments in emerging markets give rise to challenges that inhibit the implementation of SCT and the consequent realization of its benefits. Unfortunately, there is a lack of understanding as to the nature or the extent of these implementation challenges. We undertook a grounded theory study in the emerging market of India to investigate how SCT is implemented when subjected to prevailing institutional pressures. Based on an analysis of interviews with 50 supply chain managers, we find that early adopters of SCT experience significant and numerous unmet expectations associated with SCT implementation. These unmet expectations arise from competing institutional logics with the resultant isomorphic pressure causing the juxtaposition of two incompatible supply chains in India. A key finding of this study contradicts extant research, supporting recent work in emerging markets, to suggest a need to reassess our mental models developed in the West and conceptualize de novo models that are sensitive to the institutional environments of emerging markets.

Purpose – Sales and Operations Planning (S & OP) serves as the essential cross-functional process for organizations to match supply in the form of production, inventory, and procurement with customer demand. Given recent studies revealing that S & OP is ineffective for most firms, the purpose of this paper is to investigate the critical antecedents of effective S & OP. Design/methodology/approach – Drawing on agency theory and stewardship theory, the authors develop and test a conceptual model that includes organizational integration, organizational priorities, standardized processes, and organizational engagement. The authors apply partial least squares structural equation modeling of survey data from S & OP practitioners to test the model. Findings – The results confirm the relationships among S & OP antecedents. Organizational integration positively influences a standardized S & OP process, and both the S & OP process and prioritization lead to stronger organizational S & OP engagement. Ultimately, organizational S & OP engagement is positively linked to enhanced operational, market, and profitability outcomes. Practical implications – The findings create a strong practical foundation for executing S & OP. The results also reveal a formal process for operationalizing the link between organizational integration and firm performance that is espoused but not detailed in existing literature. Originality/value – Existing research supports the potential performance impacts of S & OP but has yet to validate how to specifically operationalize S & OP.