Under the unifying theme of supply chain learning, this three essay dissertation extends scholarship by investigating these multi-tier relationships. Theory is emerged, grounded in data, gathered from functioning supply chains in an effort to provide scholars and practitioners with an increased understanding of the SCL phenomena. Essay 1, entitled "Supply Chain Learning: An Exploratory Literature Review" examines the current literature in an attempt to address the shortcomings and emerge areas that have been less explored and less understood. By exposing these areas of research opportunities using a grounded theory methodology, a framework was emerged allowing identification of the limitations of extant literature and providing a springboard for future research. This framework also allowed further investigation into the SCL processes and expansion of the current understanding by providing academia with a comprehensive review of the literature and revealing the shortcomings that exist related to SCL. Using the framework emerged in Essay 1, Essay 2 entitled "Toward Supply Chain Learning: A Focus on the Customers of Logistics Service Providers" explores the rationalization and cognitive processes of senior level executives of firms utilizing national or global supply chains. These respondents are directly engaged in creating, establishing and operating relationships with third party logistics (3PL) providers within a functioning supply chain. By examining the relationships and processes from the point of view of customers of third party logistics providers, a unique perspective provides insight into these relationships. Using semi-structured interviews with these executives, grounded theory was once again used to emerge theory explaining the phenomena of SCL. In particular, this research examines the elements studied from the perspective of customers of third party logistics providers as they seek to develop new processes and solutions in hopes of obtaining a competitive advantage by adaptive learning with the help of their providers and trading partners. In addition, this research increases our understanding of SCL by examining a relationship between customers and 3PL providers, their experiences and outcomes. Essay 3, entitled "Practical Application of Supply Chain Learning" focuses on the implications of the learning relationship and its impact on the practitioner. By providing the findings of the research in a context relatable to practitioners, this culmination of findings allows practitioners to relate the findings directly to their existing supply chains. Realizing that many supply chains are relationship driven, this research focuses on the findings of previous research to provide a more holistic view of the learning relationship process as it exists in multiple tiers of their existing supply chain. Providing a step-by-step explanation of the SCL process as emerged from previous research, executives are provided a tool to better identify, analyze and understand these processes as relatable in their existing environment. As a methodical analysis of the IOL process, these essays provide the foundation for understanding the relationship process that exists between learning partners in a supply chain. Essay 1 provides basis for theory development by examining current literature and exposing the shortcomings while also emerging a preliminary framework on which to build future research. Essay 2 follows up on these deficiencies and attempts to saturate understanding of the IOL process, particularly from the point of view of 3PL customers in an existing supply chain. Essay 3 delivers these findings to executives in a relatable format, providing a holistic understanding of the phenomena. In summation, this dissertation provides theory emerged from data, explaining the learning relationship from the point of view of the customers of 3PL services, the cognitive dimensions and outcomes of these decisions as they relate to learning in the supply chain.

Sustainable Supply Chain Management (SSCM) has increasingly been considered important by both industry and academia, organizations around the world seek to extend or disseminate their sustainable practices to their multi-tier supply chains in order to make the whole chain sustainable. Among the main streams of SSCM research, it is surprising that, with a few exceptions, the leadership role of multinational corporations (MNCs) in their supply chains in an emerging economy has been ignored by researchers. Little is known on how MNCs, assuming leadership in their supply chain, have been able to facilitate their supply chain members to learn sustainability practice in an emerging economy context i.e. the mechanisms. To address this gap in the literature, a multiple-case study is designed. Multi-tier supply chains of three MNCs were selected to investigate their proactive sustainability projects in China. They are: Tetra Pak creating a recycling chain in China; Nestlé modernising China’s dairy industry; and IKEA’s sustainable cotton initiative. By adopting Resource Orchestration Theory (ROT), findings related to supply chain leadership, supply chain learning, multi-tier SSCM are presented. A number of testable propositions are advanced. The main findings of the research are that rather than focusing on the ‘low hanging fruits’ of sustainability, MNCs implement proactive sustainable initiatives requiring a strategic thinking and long term significant investment by engaging their multi-tier suppliers and non-traditional supply chain members. They tend to play a leadership role in the implementation process enabled by transformational and transactional leadership styles. These MNCs applied different leadership styles and governance mechanisms on different tiers of suppliers, which render different supply chain structures in the process of supply chain learning, which includes three stages of set up, operating and sustaining. This research contributes to SSCM research in the following ways: first, it may be the first attempt that investigates multi-tier SSCM through supply chain learning and supply chain leadership angles adopting a ROT perspective. This help to explain how MNCs implement sustainable initiatives in China; second, it contributes to supply chain learning literature by differentiating supply chain learning stages and learning content in terms of focal company knowledge resources and supplier learning complexity to explain the implementation of SSCM initiatives; third, leadership at an individual level is well researched and understood but it is not the case for organisational level leadership. This research enriches our understanding of the role of organisational leadership in MNCs’ SSCM; fourth, the research contributes to multi-tier SSCM with a focus on both supply chain governance mechanisms and supply chain structure; fifth, this research extend ROT from within an organization context to supply chains and include three aspects: breadth (resource orchestration across the scope of the supply chain including both internal and external breadth); depth (resource orchestration across multi-tiers of the supply chain); and project lifecycle (resource orchestration at various stages of supply chain learning stages); finally, a complete theoretical framework is developed to tie together the constructs of supply chain learning, supply chain leadership, multi-tier SSCM with ROT. Practically, a step by step methodology, integrating the key factors affecting the implementation of SSCM initiatives including supply chain learning, supply chain leadership, multi-tier supply chain governance and supply chain structure, is proposed. The ‘best practices’ of the researched MNCs provide a feasible roadmap for these organizations to learn from.