Journal of Business Logistics最新文献

{"title":"The building blocks of a supply chain management theory: Using factor market rivalry for supply chain theorizing","authors":"Peter M. Ralston,&nbsp;Matthew Schwieterman,&nbsp;John E. Bell,&nbsp;Lisa M. Ellram","doi":"10.1111/jbl.12320","DOIUrl":"10.1111/jbl.12320","url":null,"abstract":"<p>As the supply chain discipline matures, opportunities emerge to develop or define theories that are specific to supply chain phenomenon. The current research specifies characteristics that we offer which comprise the building blocks of supply chain theory. These characteristics include the flows of material through a supply chain network, the temporal management of these material flows, the dyadic and triadic interactions of firms within the supply chain network, and the outward focus on supply chain management (SCM), in other words a supply chain orientation, of firms in a supply chain. Further, recognizing that supply chain theories must contain the previously identified characteristics, we offer Factor Market Rivalry (FMR) as a theory of SCM. FMR refers to intense battles for resource positions that are needed to manufacture, provide, or deliver firm products or services. We argue that FMR only occurs within supply chain phenomena. The piece concludes with a future research agenda based upon the practical implications of further developing FMR as a theory of SCM.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"44 1","pages":"141-159"},"PeriodicalIF":10.3,"publicationDate":"2022-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12320","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46415348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Logistics for a better world","authors":"Beth Davis-Sramek,&nbsp;Robert Glenn Richey","doi":"10.1111/jbl.12317","DOIUrl":"10.1111/jbl.12317","url":null,"abstract":"&lt;p&gt;At a time when the &lt;i&gt;Journal of Business Logistics&lt;/i&gt; (&lt;i&gt;JBL&lt;/i&gt;) was at a crossroads, two starry-eyed Ph.D. students wanted to understand more about the history and the maturity of the field. What better way than to talk to the “visionaries” of the logistics discipline (Davis-Sramek &amp; Fugate,  &lt;span&gt;2007&lt;/span&gt;). One of those visionaries was Bud Lalonde, the founding editor of &lt;i&gt;JBL&lt;/i&gt; and a forefather of the logistics and supply chain management (L&amp;SCM) discipline (Goldsby &amp; Zinn, &lt;span&gt;2018&lt;/span&gt;). He offered us wisdom about how scholars should use their research capabilities to address social challenges. His words were quite profound at the time, and they continue to shape our careers.&lt;/p&gt;&lt;p&gt;Since this “visionaries” article was published, the succession of &lt;i&gt;JBL&lt;/i&gt; editors broadened the scope and reach of the Journal. The current editor team is fortunate to have the foundation to continue to call for a more comprehensive body of knowledge about an expansive range of phenomena. L&amp;SCM scholars also have a unique opportunity to extend our research, teaching, and service in ways that inform business practice and provide insight into a more extensive cast of stakeholders. There is the opportunity to fulfill Dr. LaLonde's aspiration for the discipline to “make the world a better place.”&lt;/p&gt;&lt;p&gt;We find it encouraging that over the last several years, &lt;i&gt;JBL&lt;/i&gt; has both called for and consistently published research demonstrating these efforts. For instance, scholars have designed studies to understand the unique challenges social enterprises and microentrepreneurs face at the base of the pyramid markets (Bals &amp; Tate, &lt;span&gt;2018&lt;/span&gt;; Iyengar et al., &lt;span&gt;2021&lt;/span&gt;; Pal &amp; Altay, &lt;span&gt;2019&lt;/span&gt;). There has been encouraging work on sustainable supply chain management related to procurement decisions (Mukandwal et al., &lt;span&gt;2020&lt;/span&gt;), implementation challenges (Nath et al., &lt;span&gt;2021&lt;/span&gt;), the impact of digitization (Sanders et al., &lt;span&gt;2019&lt;/span&gt;), macrolevel factors like country risk (Reinerth et al., &lt;span&gt;2019&lt;/span&gt;), new concept development like supply chain integrity (Castillo et al., &lt;span&gt;2018&lt;/span&gt;), and opportunities for future research (Carter &amp; Washispack, &lt;span&gt;2018&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;Likewise, &lt;i&gt;JBL&lt;/i&gt; has published articles that challenge commonly held conceptions about sustainable supply chain management (Davis-Sramek et al., &lt;span&gt;2018&lt;/span&gt;; Sheffi, &lt;span&gt;2018&lt;/span&gt;). Additionally, a focus on supply chain resilience has led to articles about public–private collaboration (Gabler et al., &lt;span&gt;2017&lt;/span&gt;) and the ability to “bounce forward” after a disruption (Novak et al., &lt;span&gt;2021&lt;/span&gt;; Wieland &amp; Durach, &lt;span&gt;2021&lt;/span&gt;). &lt;i&gt;JBL&lt;/i&gt; has also called for research that addresses modern social challenges related to women (Zinn et al., &lt;span&gt;2018&lt;/span&gt;) and race (Esper et al., &lt;span&gt;2020&lt;/span&gt;)—issues that significantly impact supply chain practice. Finally, we look fo","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 3","pages":"294-296"},"PeriodicalIF":10.3,"publicationDate":"2022-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12317","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42234288","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Pulled in opposite directions: A joint consideration of supply and demand uncertainty in supply chain decision-making","authors":"Elliot Bendoly,&nbsp;Ken Boyer,&nbsp;Nate Craig,&nbsp;Somak Paul","doi":"10.1111/jbl.12315","DOIUrl":"10.1111/jbl.12315","url":null,"abstract":"<p>Supply chain inventory management decisions are complicated by the presence of both downstream (demand) and upstream (supply) uncertainties. Prior research shows that each type of uncertainty leads to specific decision biases. Demand uncertainty induces a <i>pull-to-center bias</i>, wherein orders are drawn away from the optimal ordering decision in the direction of expected demand. Supply uncertainty elicits a <i>diversification bias</i>, wherein inventory managers tend to source from multiple suppliers, even when sole sourcing is optimal. Our research employs a controlled laboratory experiment to study these biases when both types of uncertainty—that is, supply and demand uncertainty—are present. Our results show that the presence of both supply and demand uncertainty has a more nuanced effect on decision biases than does either type of uncertainty alone. Demand uncertainty can elicit and influence the diversification bias, even in the absence of supply uncertainty. Moreover, supply uncertainty affects the magnitude of the pull-to-center bias. Our work reveals the need for further attention from supply chain academics and managers on how supply and demand uncertainty jointly affect inventory managers’ decisions.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"448-471"},"PeriodicalIF":10.3,"publicationDate":"2022-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12315","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41678970","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Implementing supplier integration practices to improve performance: The contingency effects of supply base concentration","authors":"Margherita Molinaro,&nbsp;Pamela Danese,&nbsp;Pietro Romano,&nbsp;Morgan Swink","doi":"10.1111/jbl.12316","DOIUrl":"10.1111/jbl.12316","url":null,"abstract":"<p>Companies are recently facing increasing supply chain disruptions that may influence their supply base design choices. However, studies investigating how these choices affect the effectiveness of other supplier management practices, such as supplier integration, are scarce. The aim of this paper is to explore the impact of various types of supplier integration on the buyer's efficiency and innovation, as well as the contingency effects of supply base concentration, an important supply base design choice. Drawing upon Social Exchange Theory, we argue that the expected benefits of supplier integration activities to efficiency and innovation are strengthened by supply base concentration. We test our hypotheses using data collected from 324 manufacturing plants. Hierarchical regression results reveal that some supplier integration types improve performance <i>only</i> under higher levels of supply base concentration, while the effects of other supplier integration types vary according to the type of performance considered or are not significant at all. In addition, the results suggest that developing technologies to share information with suppliers may be counterproductive in driving efficiency. Besides enriching the supplier integration literature, this research offers guidance for managers who wish to improve efficiency and innovation, while also considering the pros and cons of supply base concentration.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"540-565"},"PeriodicalIF":10.3,"publicationDate":"2022-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12316","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48216999","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Artificial intelligence, robotics, and logistics employment: The human factor in digital logistics","authors":"Matthias Klumpp,&nbsp;Caroline Ruiner","doi":"10.1111/jbl.12314","DOIUrl":"10.1111/jbl.12314","url":null,"abstract":"&lt;p&gt;With this editorial, we aim to shed light on the role of the human factor in digital logistics. This has been already established in general (Neumann et al., &lt;span&gt;2021&lt;/span&gt;; Schorsch et al., &lt;span&gt;2017&lt;/span&gt;) as well as regarding specific perspectives like, for example, addressing the important role of human intuition (Carter et al., &lt;span&gt;2017&lt;/span&gt;) or cost developments (Fager et al., &lt;span&gt;2021&lt;/span&gt;). For a detailed and comprehensive analysis, we apply an interdisciplinary perspective drawing on economic and social sciences. Starting from the observation of technological innovations such as AI, robotics, and digital technologies and their implementation into supply chains, it can be expected that this impacts work and employment in the field of logistics. It is also evident that a change in work content and job demands is expected, which also depends on the design of human–computer interaction (HCI). HCI is a broad field that covers any interaction between humans and machines such as operating computers, handheld scanners, and mobile devices (Grudin, &lt;span&gt;2012&lt;/span&gt;). Depending on the interaction with machines, humans will refrain more and more from operational tasks and have to migrate their capabilities and attention toward supervisory tasks. It is likely that this affects individual psychological outcomes such as motivation, work engagement, and job satisfaction and also team and organizational decisions and processes (Cummings &amp; Bruni, &lt;span&gt;2009&lt;/span&gt;; Klumpp et al., &lt;span&gt;2019&lt;/span&gt;; Lee et al., &lt;span&gt;2015&lt;/span&gt;). However, this also impacts the cooperation among colleagues and with supervisors. Considering the different levels of change, we propose a conceptual framework for analyzing the relevance of the human factor for digital logistics work. The core topic of the structure is the question of HCI. For this area, we distinguish between four relevant levels as outlined below (see Figure 1).&lt;/p&gt;&lt;p&gt;As the human factor in digital logistics work is of outstanding relevance, we expect that this conceptual framework enables researchers to identify critical gaps and frame their individual research. In this context, it is especially relevant to focus not only on individuals in logistics contexts but to also consider that individuals and organizations operate in dynamic and complex interdependent systems and that thus (social) interactions matter for the implementation and success of digital transformation in business practice (D'Aleo &amp; Sergio, &lt;span&gt;2017&lt;/span&gt;). Social interaction is an exchange between two or more individuals, which further influences the perspectives, positions, and actions of the interacting individuals. Through interactions, people design rules, institutions, and systems, which give further orientation and form perceptions (Weber, &lt;span&gt;1978&lt;/span&gt;). Besides the examples to be seen in the papers included within this special topic forum, we can outline the importance of a differentiated analysis of su","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 3","pages":"297-301"},"PeriodicalIF":10.3,"publicationDate":"2022-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12314","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48821224","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impact of financial institutions on exchanges in the agricultural commodity supply chain: An information economics perspective","authors":"Jessica L. Darby,&nbsp;Jason W. Miller,&nbsp;Brent D. Williams,&nbsp;Andrew M. McKenzie","doi":"10.1111/jbl.12313","DOIUrl":"10.1111/jbl.12313","url":null,"abstract":"<p>Recent advances in supply chain research point to the vital but often overlooked role of financial institutions, such as banks and financial markets, in the execution of supply chain activities. We extend this incipient research stream by drawing on information economics and Penrose's resource-based view of the firm to theorize about how financial markets act as a source of information and influence exchange activities in the agricultural commodity supply chain. We test our hypotheses in the U.S. agricultural commodities context, specifically the U.S. rice industry, using a novel data set that combines financial market data with proprietary data on exchanges between farmers and customers. Time series econometric analyses reveal that information from financial markets influences exchanges between farmers and customers, but it has asymmetric effects depending on exchange dynamics and local market conditions. Overall, our analyses support our hypotheses and advance supply chain research by building theory about market-based exchange dynamics and by broadening the scope of mechanisms through which financial institutions impact exchange activities. For practice, we offer quantitative insights that can be leveraged by farmers and purchasing managers. For policymakers, we offer timely guidance related to the provision of information and the ‘real’ implications of financial markets.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"499-517"},"PeriodicalIF":10.3,"publicationDate":"2022-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45144416","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Cognitive biases as impediments to enhancing supply chain entrepreneurial embeddedness","authors":"David J. Ketchen Jr.,&nbsp;Christopher W. Craighead","doi":"10.1111/jbl.12307","DOIUrl":"10.1111/jbl.12307","url":null,"abstract":"<p>The recently introduced concept of supply chain entrepreneurial embeddedness (SCEE) refers to the extent to which large firms integrate entrepreneurial capabilities into their supply chains. Achieving a higher degree of SCEE can involve assimilating entrepreneurial practices by copying entrepreneurial firms’ behavior, allying with entrepreneurial firms to gain access to and learn from them, and acquiring entrepreneurial firms to bring their practices inside the firm. Because SCEE appears to be a pathway to enhanced firm performance, enhancing SCEE should be attractive. However, our thesis is that efforts to do so may be undermined by cognitive biases—heuristics used by the human mind to simplify complex situations that result in distorted thinking. We explore the possible problems arising due to 11 cognitive biases discussed by Schwenk (<i>Strategic Management Journal</i>, 1984, 5(2), 111). We offer two brief case examples of companies that are seeking to make their supply chains more entrepreneurial; each illustrates several of the biases in action. We also consider whether supply chain complexity and entrepreneurial orientation can mitigate or strengthen cognitive biases’ harmful effects on SCEE. In doing so, we construct an important interface across entrepreneurship and supply chain management.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"45 1","pages":""},"PeriodicalIF":10.3,"publicationDate":"2022-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12307","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43169724","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Sorting out the sorting in omnichannel retailing","authors":"Joakim Kembro,&nbsp;Ebba Eriksson,&nbsp;Andreas Norrman","doi":"10.1111/jbl.12305","DOIUrl":"10.1111/jbl.12305","url":null,"abstract":"<p>The increasing complexity of today's omnichannels has led to challenges with logistics efficiency and customer utility. In this paper, we show how retailers address these challenges by sorting goods at multiple points across the logistics network and inside each material-handling node. As contemporary research on the omnichannel sorting phenomenon is limited and fragmented, we conduct an abductive multiple case study to elaborate omnichannel logistics and transvection theory. It explains why retailers, depending on their omnichannel context, prepone some sorting activities upstream and postpone others to handle trade-offs between customer utility and logistics efficiency. An artifact, including structured terminology, six sorting aspects, and an iconographic platform, is constructed to support the analysis of the extent, variety, and complexity of sorting at both the strategic network level and the operational material-handling node level. We conclude by submitting 10 theoretical and actionable design propositions that support decision making in (re)designing omnichannel logistics networks and offer avenues for future research.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"593-622"},"PeriodicalIF":10.3,"publicationDate":"2022-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12305","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46816107","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring the impact of logistics and supply chain management scholarship: Why pursue practical relevance and are we successful?","authors":"Timothy G. Hawkins,&nbsp;Michael J. Gravier,&nbsp;Martin Theodore Farris II,&nbsp;Suman Niranjan,&nbsp;Uchenna Ekezie","doi":"10.1111/jbl.12306","DOIUrl":"https://doi.org/10.1111/jbl.12306","url":null,"abstract":"<p>This study explores the level of relevance of logistics and supply chain management research and probes underlying motives prompting scholars to value and pursue managerial (vs. purely academic) contributions. At its core, the concerns over rigor and relevance of higher education comprise a crisis of trust and credibility that appeared decades ago and continues to provoke concern from the field's thought leaders. While exploratory in nature, the results suggest both practitioners and academics agree at differing levels that logistics and supply chain management research is relevant, but pressure to chase indices and rankings has influenced behavior of academics. Consequently, the academic peer-reviewed process no longer seems to focus on managerial implications. The article begins with theories pertinent to human motivation, namely, self-determination theory (SDT), and employs qualitative interviews of academics to help develop surveys of both academics and logistics and supply chain management practitioners. It then presents the methodologies of quantitative data collection and analysis—combined with interviews of deans and editors—to explore the research questions to offer discussion, implications, future research directions, and conclusions.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"654-678"},"PeriodicalIF":10.3,"publicationDate":"2022-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72191762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Scholarship that matters","authors":"Robert Glenn Richey,&nbsp;Beth Davis-Sramek","doi":"10.1111/jbl.12308","DOIUrl":"https://doi.org/10.1111/jbl.12308","url":null,"abstract":"&lt;p&gt;The AACSB has not been the only advocate for this perspective. In a recent Harvard Business Review article, the authors lamented that a significant challenge for scholars is to produce and disseminate research that is both academically rigorous &lt;i&gt;and&lt;/i&gt; applicable to practicing managers (Shapiro &amp; Kirkman, &lt;span&gt;2018&lt;/span&gt;). They propose that the challenge is two-fold (Shapiro et al., &lt;span&gt;2007&lt;/span&gt;). First, there is a “lost in translation” problem—research finds that practitioners do not use the academic literature as a resource to learn about best practices. Second, there is a “lost before translation” problem, which reflects the tendency for researchers to design studies without receiving input from the very people who are impacted by the phenomenon of interest.&lt;/p&gt;&lt;p&gt;To address these challenges, there have also been calls for better collaboration between academics and practitioners (e.g., Bartunek et al., &lt;span&gt;2001&lt;/span&gt;; Benoit et al., &lt;span&gt;2019&lt;/span&gt;; Guesalaga &amp; Johnston, &lt;span&gt;2010&lt;/span&gt;; Rynes, &lt;span&gt;2007&lt;/span&gt;). The call for business schools to change their reward systems has also been proposed as a means to incentivize impactful scholarship (e.g., Aguinis et al., &lt;span&gt;2014&lt;/span&gt;). It is interesting to note that despite calls in the literature for academics to offer more relevant insights for practitioners, the AACSB felt it necessary to address this issue directly in its recent report.&lt;/p&gt;&lt;p&gt;From our own perspective as editors, we are pleased to see that AACSB is promoting what we in the logistics and supply chain field have understood since inception. The &lt;i&gt;Journal of Business Logistics (JBL)&lt;/i&gt; has been focused on contributing to Logistics and Supply Chain Management (L&amp;SCM) theory &lt;i&gt;and&lt;/i&gt; practice for over four decades. There has never been serious debate about “rigorous versus relevant” research, for as Tom Mentzer so sufficiently noted, “Why should we choose only one?” (Mentzer, &lt;span&gt;2008&lt;/span&gt;). At &lt;i&gt;JBL&lt;/i&gt;, it has never been enough to provide a theoretical contribution that benefits the academy. &lt;i&gt;JBL&lt;/i&gt; contributions are expected to offer both academic and managerial impact. In our remaining tenure as editors, we intend to double-down on this fundamental tenet of our discipline.&lt;/p&gt;&lt;p&gt;Specifically, we are actively working to address the “lost in translation” problem. Rather than efforts to encourage managers and other stakeholders to use our literature as a resource, we are bringing the insight from articles published in &lt;i&gt;JBL&lt;/i&gt; to them. In addition to our presence on the Linked In platform, soon you will see Katie Thompson-Taylor's (our Editorial Assistant) &lt;i&gt;JBL&lt;/i&gt; article insights into &lt;i&gt;SC Quarterly&lt;/i&gt;, on the CSCMP website, in the &lt;i&gt;Reverse Logistics Journal&lt;/i&gt;, and in future outlines depending on the specific content. As AASCB (and donors, companies, and legislative bodies) applies more pressure on business school administrators to align with changing expectations and updat","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 2","pages":"164-168"},"PeriodicalIF":10.3,"publicationDate":"2022-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12308","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72164398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}