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We propose an information-based view of the dynamics of network positions and use it to explain why bridging positions become stronger. We depart from previous network dynamics studies that implicitly assume that firms have homogenous information about the network structure. Using network experiments with both students and managers, we vary a firm's network horizon (i.e., how much information a firm has about the network structure) and the network horizon heterogeneity (i.e., how this information is distributed among the firms within the network). Our results indicate that firms with a higher network horizon occupy a stronger bridging position, especially under conditions of high network horizon heterogeneity. At a more general level, these results provide an indirect validation of what so far has been an untested assumption in interfirm network research, namely that firms are aware of their position in the overall network and consciously attempt to improve their position.

X.400, one of the first OSI Application layer standards to be ratified, has generated considerable interest in the computer and telecommunications industry. Software vendors and network service providers are now marketing X.400‐based products. Message handling systems based on X.400 support interpersonal electronic mail services and also provide a generic mechanism for the exchange of information between computer systems. This ability to support information transfer between computer systems is the real contribution of X.400. Telecommunications based on this standard can be applied to library operations such as interlibrary loan, acquisitions and document delivery.

This paper aims to present a study on the organization of military logistics under “hot” conditions in an expeditionary crisis response operation. The authors' main research question is: in what way is armed forces logistics sourcing organized in the International Security Assistance Force (ISAF) in Afghanistan?

To answer their research question, the authors conducted a case study including field research at military sites in Afghanistan. The case study is focused on military organizations that operate in a hostile and ambiguous environment. The authors compare sourcing of three categories of support services, i.e. facilities management, maintenance & logistics and security.

The authors' results include a systematic overview of the organization of command, logistic and accounting (sourcing) in the ISAF mission, involving multinational military partners and contractors. Second, the authors show how Canada, NATO, The Netherlands, the United Kingdom and the USA sourced the three categories of services mentioned in terms of sourcing profiles. Focusing on contracting, the authors outline which strategies NATO and the countries mentioned used in practice. And finally, differences and similarities are highlighted in the area of funding and accounting.

While the authors' study provides insight in the use of sourcing profiles identified in this paper, more research is necessary to identify criteria for explaining sourcing decisions of armed forces.

The paper provides a systematic overview for practitioners and scholars and enhances manageability and policy development relevant for those who prepare, execute, monitor and evaluate missions.

The authors' paper is one of the first to provide a systematic overview in operational defense sourcing relying on first‐hand field data. This area of study is fragmented and remains mostly closed for non‐military researchers.