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Using survey data (n = 205) obtained from retail managers and executives of national retail chain store companies, we identified three leadership styles that were based on Quinn’s theoretical model of competing leadership roles. Three leadership clusters, labeled loner/internal‐focused, team builder/goal‐oriented, and conceptual producer/external‐focused, were identified through the use of a clustering technique. These three clusters were then compared on the basis of personal, organizational and managerial characteristics, using multivariate and univariate analyses of variance. The findings indicate that leadership styles are influenced by various factors such as personal values, job characteristics, job satisfaction, organizational commitment, career progression, and personal demographic characteristics. Theoretical and managerial implications are discussed.

The purpose of this paper is to consider inter-organisational issues in supply chain relationships (SCRs) with a view to advancing research on co-creation of value in the service dominant logic (SDL) field.

The study presents a conceptual analysis of current ideas on purchasing and SCRs with special emphasis on inter-organisational collaboration as viewed from exchange- and production economy perspectives. Important types of service buyers and sellers provide in order to co-create value in SCRs are explored.

Both exchange- and production economy perspectives offer useful insights for the study of co-creation of value in SCRs. The exchange economy perspective recognises service provision in terms of information sharing, adaptation and commitment, while the production economy perspective recognises service provision in terms of production proficiency, craftsmanship and entrepreneurship.

SDL researchers should recognise the relevance of both exchange- and production economy perspectives in further study of co-creation of value in SCRs. Future research should consider how specific types of service provision are affected by operant resources as well as other important SDL concepts, such as trust, buyer involvement and relational orientation.

This paper considers specific types of service provision in SCRs for the purpose of co-creation of value.

Research suggests that service-dominant logic (SDL) is well suited to support supply chain management (SCM) research and practice. Qualitative research has shown that SDL is particularly consistent with an outcome-based supply chain strategy known as performance-based logistics (PBL). The purpose of this paper is to extend theory and practice by exploring the degree to which SDL is utilized in practice. Specifically, PBL is examined for consistency with the underlying fundamental premises (FPs) of SDL. In doing so, this paper answers the positive question, “what exists”, at the intersection of SDL and SCM.

This study employs a mixed methodological approach. First, the FPs of SDL are operationalized using the language of PBL. The PBL FPs are tested quantitatively through an online survey of 52 supply chain PBL experts. A qualitative analysis is conducted using comments associated with each premise.

The survey results suggest that PBL is consistent with SDL. These results indicate that PBL is a supply chain context of SDL.

This is one of the first works to examine the degree to which SDL concepts are being utilized in practice.

The purpose of this paper is to address the effects of retail out-of-stocks from a service-dominant (S-D) logic view.

Conceptual, combining classic S-D logic research with recent research of S-D logic in supply chains, and applying this to out-of-stocks in a retail setting of fast-moving consumer goods.

The paper unveils out-of-stocks as emergent operant resources that alter and attenuate value creation across manufacturers, retailers, shoppers, users and their networks. The paper develops a model of value co-creation where manufacturer supply and shopper/user demand meet in the retailer ' s realm. Differentiating between shopper and user in a sequential model of value creation, it identifies the shopper as an active entity whose response to out-of-stocks redistributes value within the retail service ecosystem. An additional model is developed that illustrates the novel costs of an out-of-stock as uncovered by the S-D logic perspective, allowing retailers and manufacturers to align their interests in improving on-shelf availability.

Moving distribution thought and management towards a goal of service provision, this article suggests three logistics research possibilities: retailer-manufacturer misalignment, spatio-temporal supply-demand mismatch, and shopper-user interaction.

This article shows how the S-D perspective can bring previously misaligned incentives of supply chain actors into alignment. Previous goods-dominant research showed little common ground for manufacturers and retailers to jointly improve on-shelf availability. The S-D logic view demonstrates compelling rationale for both parties ' involvement.

The paper extends S-D logic literature by considering value attenuation through failures in physical distribution and logistics management, adding that non-availability causes operand resources to become operant and attenuate/redistribute value. The paper extends the out-of-stock literature by providing a theoretical foundation, and by showing the ecosystem effects of out-of-stocks.

Retail trade, an essential component in any industrialised marketing system, has received relatively little attention on a macro level. Rather, the formal study of retail trade has been directed at helping retail managers improve the effectiveness of their decisions. Although such analysis is helpful to retail managers, it is of less use to government policy makers in formulating policy and to marketing academicians in their attempts to understand retailing on a broader level. If the retailing sector of the economy is to be better understood some major analytical questions which revolve around the productivity of retail trade must be answered. Importantly, the productivity of retail trade is not only of interest to government policy makers but also should be of interest to marketers because (1) the productivity of retailing is a significant component in influencing the cost of marketing goods, (2) as marketers we know almost nothing about the economic efficiency of retailing, and (3) it will give marketers the tools to help compare productivity in the retailing/marketing sectors of the economy to productivity in other sectors of the economy. The purpose of this paper is the estimation of a production function for department stores in the United States for the year 1972. During 1972, department store sales totalled $51·08 billion[l], comprising 11·1% of all retail sales. Only automobile dealerships, eating and drinking places, and food stores were a greater component of retail sales and only the latter employed more people. An understanding of one of the more important components of the US economy, retail trade, cannot occur in the absence of a thorough comprehension of its department store component (SIC 531).

The purpose of this paper is to reflect on actions and obstacles in the conceptual transition from mainstream service management (1970‐2000s) to a new approach synthesized in service‐dominant (S‐D) logic (2000s).

The paper takes the form of a review of approaches to service in the literature, education, and practice in management disciplines and economics.

S‐D logic has triggered considerable interest in the global academic community. Its ten foundational premises (FPs) hold that service(s) and the roles of suppliers/customers be reconceptualized on a higher level of relevance and generalization. The new logic is not final but – to use its own terminology – is a value proposition that opens up for co‐created theory improvements.

To transition from a goods/services divide to a goods/service union, the platform for future service research requires the superordination of mainstream service management by a new language and lexicon and the generation of new theory; testing of the new theory by comparing its robustness with that of extant theory; conduct of empirical studies through hypotheses‐testing and real world, in‐depth research and the application of complexity theory, network, and systems theory; co‐creation by and between researchers; focus on validity and relevance by using the full range of S‐D logic compatible methods and metrics; and investigation at both micro and macro levels.

Business, marketing, governments, and politicians should focus on service and value and abandon the goods/services and producer/customer divides. Textbooks and educators should transition from outdated concepts and models. Improved education is strongly supported by IBM's service science programme.

The paper suggests that several developments in mainstream service management that once brought attention to service now provide obstacles both in research, education, and practice.

Review of Marketing Research, now in its ninth volume, is a well-established publication covering the important areas of marketing research with a more comprehensive state-of-the-art orientation. The chapters in this publication review the literature in a particular area, offer a critical commentary, develop an innovative framework, and discuss future developments, as well as present specific empirical studies. The first eight volumes have featured some of the top researchers and scholars in our discipline who have reviewed an array of important topics. The response to the first eight volumes has been truly gratifying and we look forward to the impact of the ninth volume with great anticipation.