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This article celebrates the 50th anniversary of IJPDLM, reflects on the contribution of IJPDLM to the field of logistics and supply chain management (LSCM) and discusses future directions for the journal.

Descriptive analysis of manuscripts received and accepted by IJPDLM during 2015–2019 is used to provide an overview of the journal. Content analysis of selected articles is used to highlight important contributions of the journal. Changes made since 2020 are highlighted to inform future directions of IJPDLM. Invited articles are discussed and used to clarify future directions.

IJPDLM has made tremendous progress in informing and shaping the field of LSCM. Key issues addressed include sustainability and reverse logistics, omni-channel, e-commerce, retail logistics, risk, resilience, volatility, and complexity and digital technology innovation. The journal has expanded the use of methods beyond the typical qualitative and quantitative methods to explore the use of design science, experiment, conjoint analysis, qualitative comparative analysis, narrative analysis. The invited articles provide (1) a historical reflection of the purpose of the journal when it was launched, (2) new guidance on how to develop theories using literature review and grounded theories and (3) understanding of startups and supply chain ecosystems.

Some exemplar articles are highlighted to explain how IJPDLM informs LSCM managers, companies and policy makers.

This article explains the recent development and sets future directions for the LSCM field.

The purpose of this paper is to explore the relationship between being a “great place to work” (GPTW) and firm performance. While lists such as the “Fortune 100 best places to work” were initially regarded solely as publicity vehicles for ranked firms, researchers have since tried to untangle the relationship between being a GPTW and firm performance, often by focussing on HRM systems and practices. In contrast, the study focusses on the valuable, rare, costly to imitate, and organization-exploitability aspects of being a trustworthy employer, place where workers take pride in their work and enjoy the people with whom they work.

This study uses four distinct samples of firms drawn from Fortune’s best companies to work for, Glassdoor.com’s Employees’ Choice Awards, Careerbliss.com’s 50 Happiest Companies in America, and Achievers.com’s 50 Most Engaged Workplaces Awards databases in a longitudinal design to compare performance attributes of listed firms to their respective industry peer groups.

Being a GPTW is associated with greater productivity, growth potential, and higher operating profits.

Some GPTW firms are privately held and were excluded from analysis.

Rather than focussing on individual HRM practices and techniques, employers may realize greater performance improvements by focussing on building a reputation as a trustworthy employer and fostering an environment where employees take pride in their work and enjoy working with each other.

Other GPTW studies have focussed on HRM practices as antecedents to performance outcomes, which may not accurately reflect the attributes of the GPTW construct. This study focusses squarely on the underlying attributes of being a GPTW: employer trustworthiness, worker pride, and camaraderie and how they affect firm performance.