Blockchain is an emerging meta-technology and considered a new institutional technology with the potential to change the governance of vertically integrated food supply chains. This paper investigates the effects on coordination mechanisms in vertically cooperating agri-food networks that result from the implementation of different blockchain technology platform types (BCTPT). The research is based on an extensive literature overview and exploratory use cases of BCTPT implementations in the agri-food industry which are presented to illustrate the applicability of the findings. Our analysis shows that BCTPT predominantly differentiate through the coordination mechanisms exerting of power, information sharing, decision-making, and collective learning benefits. We also reveal that blockchain use cases with high success rates typically operate in a vertical ecosystem where a focal firm assumes the responsibility for coordinating the activities in the supply chain network. These use cases are typically operationalized in tracking and tracing applications as well as in provenance-based information provision, which either operate in vertically coordinated private blockchain or consortium-type blockchain platforms. We conclude that the choice of a specific BCTPT with its respective coordination mechanisms is a key determinant of the economic success of the intended use case, the efficient management of the supply chain network, and eventually for the chosen digital business model. This paper will close a research gap, as the potential impacts of different blockchain technology platform types on digital agri-food business models and its supply chain management have scarcely been researched.

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Strictly coordinated chain organisations have been in place in the agri-food business for many years. The majority of them are collaborative. These organisations have a pyramidal-hierarchical structure. A focal firm, which is centrally located, coordinates the network firms in a hierarchical style. Our paper aims to develop a managerial framework for networks, and we address cooperation as well as coordination. Gulati et al. (2005) conclude that even though cooperation may be achieved, i.e., the interests of the individual actors are aligned, coordination problems may persist. Thus, both the alignment of interests and the alignment of actions must be simultaneously achieved to create a successful partnership; they can be viewed as two sides of the same coin. Duysters et al. (2004) have shown that the management of alliances must be analysed on three levels: the firm, dyadic, and network levels. We have therefore combined the aspects of cooperation and coordination with these three levels. Because the focus of our paper is on the development of a theoretical chain management concept, we applied this concept to a case study. We are aware that this is not empirical evidence, but nonetheless it confirmed our findings. The case of a supply chain network of a German premium pasta manufacturer showed that the combination of cooperation and coordination with a differentiated view of the various network levels corresponds with the demands of real business life.

Today there is a clear consensus that customer orientation is a competitive necessity in order to survive in a market. In this article, the authors will analyze questions addressing brand management, especially the activities of retailers who are developing their own brands. As evidenced by the steady increase in market share for retail brands, nowadays consumers see little significant difference between retail brands and processor brands. Being the trustee of credence characteristics of food items, brands have to guarantee the correctness of their products throughout the whole food supply chain. In order to ensure this, vertical coordination mechanisms have to be installed. This is leading to competition among retail chains in the area of vertical coordination to ensure quality and to build brand equity. [EconLit citations: L220, L660, Q130.] © 2005 Wiley Periodicals, Inc. Agribusiness 21: 177-189, 2005.

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