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By Magnus Lindskog.

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But this is not the only similarity between the two, as can be read above Bagchi & Virum put some emphasis on partner selection, which in the case of TPL and given the definition thereof is basically the same as selecting a supplier. Theoretically, the 1996 paper explicitly is founded in literature that deals with “… generalized strategic alliance models looking at the process of alliance formation…” (p. 94) as well as general TPL literature. Even though that is not stated explicitly, the literary foundation seems to be the same in the 1998 publication.

81, translation from Swedish) 28 It is important to note that the message is not that the change view that has dominated logistics literature is altogether wrong; rather, it should be regarded as insufficient. Carlsson is very clear that the linear model can reproduce the mechanisms of marginal changes quite well, and marginal changes may in fact be the case in some logistics change processes, but there is also evidence that the processual and circular models have more merit in reproducing more extensive change.

Well, the authors who have been explicit about data collection have in fact told us that they have interviewed executives, who of course are actors in the system under study, and they do issue prescriptions as for how companies ought to handle “people issues” when establishing TPL. But when looking at the research objectives of these authors, they are primarily concerned with decision making; whether to outsource logistics or not, which services to include in the arrangement, and who to partner.

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