Purpose The purpose of this paper is to gather the current definitions of supply chain management in practical and analytical usage, to develop standards for assessing definitions and to apply these standards to the most readily available definitions of the term. Design/methodology/approach In this research, the authors gathered the current definitions of supply chain management in practical and analytical usage from journals, textbooks, universities, and industry associations and online. Findings The research ends with proposed definitions for consideration. Discussion and areas for future research are included. Research limitations/implications Involved organizations, supply chain management programs in higher education, and professional and certifying organizations in the field need to meet and work together to research consensus on the final definition of the field, realizing that definitions can evolve, but also recognizing that a starting point is needed in this rapidly growing area. Practical implications The authors argue, quite simply, that a consensus definition of supply chain management is unlikely as long as we continue offering and accepting definitions that are technically unsound. Many of the current definitions violate several principles of good definitions. For these reasons, they are either empty, too restrictive, or too expansive. Until we come across or develop a definition that overcomes these limitations and agree on it, then we will still search for “the” definition without finding it. The field will become more crowded with definitions, but less certain, and progress will be restricted. Originality/value Theoreticians, researchers, and practitioners in a discipline require key terms in a field to share a nominal definition and prefer to have a shared real or essential definition. Yet in supply chain management, we find no such shared definition, real or nominal. Even the Council of Supply Chain Management Professional offers its definition with the caveat: “The supply chain management (SCM) profession has continued to change and evolve to fit the needs of the growing global supply chain. With the supply chain covering a broad range of disciplines, the definition of what is a supply chain can be unclear” (CSCMP, 2016).

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Chester Barnard’s The Functions of the Executive (1938) represents a book of historical significance to the study of management. Using the fundamental principles that Barnard outlines, an application of these principles is made to the area of strategic management. The analysis focuses specifically on two main areas: the movement from a static to a dynamic model and the role of the environment. Highlights the importance of returning to the work of early writers and their contribution to the future development of management disciplines.

We conducted a survey of experienced researchers (members of certain AAA journal editorial boards) and novice researchers (participants of three recent AAA New Faculty Consortia) regarding their evaluations of 30 research behaviors. The behaviors covered co-authorship issues, submission/streaming issues, data issues, reporting/reference/citation issues, and conduct with peer issues. Participants were asked to evaluate these behaviors as to their appropriateness, perceived occurrence, and firsthand knowledge. Seventy experienced researchers and 106 novice researchers participated by completing the questionnaire. We found a great deal of consistency between experienced and novice researchers in the evaluations of the behaviors. However, we found that many of the behaviors considered inappropriate were believed to occur in accounting research. Further, there was a surprising degree of firsthand knowledge that these behaviors occur. We found that the appropriateness rating was related to firsthand knowledge.

Loyalty programs have proliferated throughout the hospitality industry, often with little evidence that these programs create behavioral or attitudinal loyalty to the firm that offers the program. Conversations with hotel managers revealed that customers have come to expect some type of reward in exchange for their patronage. Managers are often required to modify aspects of their reward programs to remain both profitable and competitive. Theoretical arguments suggest that consumers become used to a particular type of reward and may respond negatively to any changes in the reward structure. In this brief report, we explore the impact that program changes might have on consumer patronage. Drawing from a larger hospitality survey, 522 consumers completed an online survey indicating their degree of brand loyalty toward a particular hotel chain. We then assessed responses to various potential changes in their program. Results indicated that program changes including increasing reward tier requirements or even discontinuing the program are likely to increase consumer defection from the firm. The implications of these findings for reward program management are considered.