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This paper aims to present an emergent framework that proposes the strategic importance of supply chain (SC) traceability beyond the traditional role in supporting product safety, recalls and sustainability initiatives.

A grounded theory (GT) approach with 22 in-depth interviews with managers from 10 countries/territories and 3 different echelons of the food SC is employed to arrive at the strategic traceability framework and framework's propositions.

The framework suggests that traceability can sometimes help expose and modify firms' core and non-core SC capabilities and provide an opportunity to align them better with SC strategies. This alignment may require a complementary execution of human coordination and the adoption of technological traceability components.

The research suggests that firms may be able to extract greater value from the firms' traceability investments. While traceability continues to serve the key purposes of preventing and mitigating the risks of recalls, this can sometimes illuminate sustained business growth opportunities.

The study extends traceability beyond a means to meet the requirements of product safety, recalls and sustainability. Rather, this study establishes traceability's role in exposing and aligning firms' capabilities for business gain and not merely recall risk mitigation. This reframing of the premise for traceability can invigorate both research and practice on the subject of traceability.

This paper aims to examine the impact of an open loyalty programme (anyone can join) versus a selective programme (requirements must be met) to show what types of loyalty programmes are most effective. In-group identification, gratitude, stage of relationship and visibility are additionally examined.

Two studies use experimental methodology to initially test the relationships. A third study uses survey and panel data.

Open programmes lead to more in-group identification, while selective programmes lead to higher levels of gratitude, especially in mature stages. Visible programmes lead to more in-group identification. Industry differences are presented.

The first two studies use a student sample (although Study 3 uses penal data). The research is limited to the variables examined. The findings add to theory by showing differences between open and selective loyalty programmes.

The findings show how different retailer offerings change the value and experience to the customer leading to loyalty intentions. Loyalty programme designers can tailor their programme structure to fit their customers and overall strategy. The findings also shed light on the strategic importance of tiered loyalty programmes.

The examination of how a customer enters a loyalty programme is not in current literature. The research shows how loyalty intentions are impacted by design of the programme, including how a customer signs up for a programme. The mechanisms through which the relationship works increase the understanding of loyalty programme effectiveness.

This research aims to provide a theoretical framework for exploring how firms can respond to the growing threat of natural resource scarcity. Specifically, the role of closed‐loop supply chain management is examined as a means for creating resource advantages that can lead to marketplace competitive advantages.

The research extends previous theoretical research, integrating natural resource scarcity and closed‐loop supply chain management for the first time. Resource‐advantage theory is employed as the theoretical lens for the research model and propositions.

The findings deepen understanding of the forces that create natural resource scarcity conditions in the supply chain, and highlight the need for higher order closed‐loop capabilities that have the ability to mitigate natural resource scarcity.

The theoretical model and six research propositions suggest relationships between natural resource scarcity, closed‐loop capabilities, and firm level performance that need to be tested empirically. Future research opportunities and methodologies are suggested.

Growing natural resource scarcity is already having a major impact on many firms and industries; therefore, this research has significant managerial implications due to supply risks and potential disruptions caused by insufficient natural resources in current and future supply chains.

This paper seeks to increase discussion about natural resource scarcity and bring it into focus as a relevant supply chain topic related to closed‐loop supply chain capabilities and the internal firm level resources needed to ensure performance in a changing world.

As global populations become increasingly urbanized and urban areas grow in density and complexity, many firms seeking to operate in these areas face significant new challenges. The purpose of this paper is to identify the approaches utilized by urban logistics service providers to overcome the issues resulting from urban density and complexity. The paper also identifies potential directions for future research based on the research findings.

The study followed a grounded theory approach (Corbin and Strauss, 2008) to uncover the approaches utilized by logistics service providers to adapt to urban environments.

The urban environment exerts certain coercive and mimetic pressures on logistics service providers. To overcome these pressures, urban logistics service providers seek to manage space, resources, and legitimacy in the urban environment.

This research followed an inductive approach, and therefore, further empirical research is required to ensure statistical generalizability. Additionally, all research participants are currently employed in the USA, and so further research at the international level should be conducted.

The framework presented will enable firms seeking to enter the urban market to more quickly adapt to the specific pressures of the urban ecology.

While literature from several academic disciplines outline problems and solutions specific to urban areas, little qualitative, inductive research has been conducted in the field of urban logistics. The current research serves as a starting point for further urban logistics research.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

INTRODUCTION During the past dozen years a relatively large theoretical literature has grown out of the models proposed by Averch‐Johnson (2) and, to a lesser extent, Wellisz (90). Averch‐Johnson (here‐after A‐J) pointed out the now famous overcapitalization effect‐that a monopoly subject to rate of return regulation has an incentive to use more than the cost minimizing value of capital. The A‐J model was at first regarded as simply a theoretical explanation of what was long thought to be a significant cost of regulation. After languishing in this state for several years, the model achieved some popularity as a vehicle for theoretical explorations of various aspects of rate regulation. To date, the A‐J model has given rise to nearly forty papers on what has come to be called “the theory of regulatory constraint.”

SO much controversy has raged around the subject of newsrooms in the past two years, that librarians are, as a rule, utterly tired of it, and the appearance of still another article upon the subject is not calculated to tone down the general spirit of vexation. It requires no little courage to appear in the arena in this year of Grace, openly championing those departments of our institutions which were originally intended to convey the news of the day in the broadest manner.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.