L ogistics has evolved from a description-based discipline to one based upon theoretical grounding from other business disciplines to define, explain, and understand complex interrelationships, resulting in the identification of the discipline's primary domain and major conceptsthe "what's" of logistics. General theories, however, lack the domain specificity critical to understanding the inner workings within key relationships-the how's, why's, and when's-that drive actual outcomes. Middle-range theorizing (MRT) enables researchers to focus on these inner workings to develop a deeper understanding of the degree to and conditions under which logistics phenomena impact outcomes as well as the mechanisms through which such outcomes are manifested. This study seeks to spur logistics research at the middle-range level by presenting a context and mechanism-based approach to MRT, outlining a process with guidelines for how to theorize at the middle range, and providing a template and examples of deductive and inductive MRT.

PurposeCircular economy (CE) initiatives are taking hold across both developed and developing nations. Central to these initiatives is the reconfiguration of core supply chain management (SCM) processes that underlie current production and consumption patterns. This conceptual article provides a detailed discussion of how supply chain processes can support the successful implementation of CE. The article highlights areas of convergence in hopes of sparking collaboration among scholars and practitioners in SCM, CE, and related fields.Design/methodology/approachThis article adopts a theory extension approach to conceptual development that uses CE as a “method” for exploring core processes within the domain of SCM. The article offers a discussion of the ways in which the five principles of CE (closing, slowing, intensifying, narrowing, dematerialising loops) intersect with eight core SCM processes (customer relationship management, supplier relationship management, customer service management, demand management, order fulfilment, manufacturing flow management, product development and commercialization, returns management).FindingsThis article identifies specific ways in which core SCM processes can support the transition from traditional linear approaches to production and consumption to a more circular approach. This paper results in a conceptual framework and research agenda for researchers and practitioners working to adapt current supply chain processes to support the implementation of CE.Originality/valueThis article highlights key areas of convergence among scholars and practitioners through a systematic extension of CE principles into the domain of SCM. In so doing, the paper lays out a potential agenda for collaboration among these groups.

Purpose-The purpose of this paper is to illustrate how a systematic application of middle-range theorizing, which pays particular attention to contexts and mechanisms, can be used to extend current knowledge on logistics customer service (LCS) in a number of critical areas. Design/methodology/approach-The paper applies Stank et al.'s (2017) framework for middleranging theorizing in logistics to develop a research framework and agenda that can guide future LCS research. Results are generated through a review of the LCS literature and an application of the main concepts of middle-range theorizing. Findings-The paper outlines opportunities for middle-range research that would extend LCS knowledge in the areas of (1) human and behavioral factors, (2) time-based competition, (3) supply chain complexity, and (4) digitization and technological innovation. Research limitations/implications-Describing the main characteristics of middle-range theorizing and how middle-range theorizing can be fruitfully applied to LCS research should help to stimulate new knowledge creation in this important area of supply chain logistics management. Practical implications-By focusing on why and when questions, middle-range theorizing engages with the practical realities of LCS that interest managers and students. Middle-range theorizing moves researchers toward developing a detailed understanding of what actually has to change in order for desired LCS-related outcomes to occur and the contextual factors likely impacting the change process. The paper should therefore allow managers to better translate LCS theory into action. Originality/value-Middle-range theorizing remains new to the supply chain logistics field. The application of middle-range theorizing to LCS research, and logistics research more generally, demands new perspectives on established relationships with the potential to drive original research in areas most relevant to managers.

The centrality of cross‐functional integration (CFI) to supply chain theory and practice has long been recognized. Yet researchers continue to struggle with consistently defining or measuring the CFI construct, thus limiting the utility of CFI research. This research develops (1) a comprehensive definition of CFI that synthesizes previous supply chain research and (2) a valid set of scale items that measure the conceptual domain outlined by this definition. The goal is to build a common foundation for extending knowledge on CFI's antecedents and consequences, and ultimately to improve scholars’ ability to guide a broader practitioner community still struggling to achieve integration in their organizations.

Reverse supply chain (RSC) operations have emerged as a critical component of overall supply chain management in manufacturing industries. Yet, relatively little is known about how companies define their approach to managing outsourced RSC operations and how outcomes vary across different approaches. This paper responds to numerous calls in the literature for research that delves deeply into the "how" and "when" (mechanisms and contexts) of RSC operations. Based on within-and cross-case analysis of four manufacturer-3PL dyads, this paper develops a framework and detailed middle-range theory that explains and predicts the way in which different approaches to managing outsourced RSC operations yield different results. By exploring the approach used in each dyad, this research offers managers a rich description of some of the ways that forward thinking on RSC operations can open the door to different potential benefits. The research also contributes to the development of a theory of outsourced RSC operations. Theoretical arguments combined with research propositions provide a wealth of opportunity for future researchers to engage in this topic area.