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PurposeThis paper aims to provide a comprehensive overview of the motives, structure and performance attributes of horizontal cooperations between logistics service providers (LSPs). Based on an analytical classification model, distinctive types of logistics cooperation that characterize the logistics landscape are identified.Design/methodology/approachEmpirical data were collected on horizontal LSP cooperations from managers of German LSPs. Different uni‐ and multi‐variate statistical methods including ANOVA and cluster analysis were applied to the dataset of 226 cooperations for a total of 6,081 involved parties.FindingsHorizontal cooperations with other LSPs are an organizational form used by 57 percent of LSPs. Cooperation decisions are substantially driven by external market objectives. Six distinctive types of cooperation are identified. They reveal the dominance of multi‐lateral and international networks that are mainly based on contractual agreements. There is a clear preference for partners with similar market competencies and for strong functional integration. Despite its inherent complexity, performance of these cooperations is high – its less than 19 percent failure rate makes these cooperations substantially more stable than cooperations within manufacturing industries.Research limitations/implicationsThis study is limited to an exploratory, descriptive approach in providing a sound understanding of the cooperation landscape.Practical implicationsThe findings contribute transparency to horizontal LSP cooperations and a common understanding of their idiosyncrasies. The conclusions help logistics managers to position themselves better within the cooperation landscape. Further, the analyses offer managers a conceptual classification of horizontal LSP cooperations and some guidance on how to structure their individual LSP cooperations more successfully.Originality/valueThis paper is the first empirical study that defines the types of cooperation that comprise the logistics cooperation landscape. The analysis integrates a holistic perspective of their contractual, organizational, functional, geographical, service and resource scope and matches them with underlying motives and performance attributes.

PurposeThe purpose of this paper is to provide a sound basis to facilitate further research on innovation management at logistics service providers (LSPs).Design/methodology/approachContent analysis of extant literature was undertaken and supplemented by conceptual deliberations.FindingsFuture LSP‐specific innovation research should be undertaken. While comparatively much knowledge on innovation management by LSPs does already exist, it is hardly integrated. More comprehensive studies of LSPs' innovation processes and systems are required.Research limitations/implicationsThe review is limited to articles written in English and published in academic journals from 1999 to mid‐2009. This research should be supplemented by empirical research, in particular case studies.Practical implicationsLSPs can compare their own innovation management concepts to the body of scientific knowledge presented here. As long as research does not take their specific context into account, LSPs are required to adapt more general concepts to their needs.Originality/valueThis paper outlines theoretical features of a research stream on innovation management at LSPs. It integrates previous findings on LSPs' innovation management in a suitable framework, and it proposes an agenda for future research.

Purpose– The purpose of this paper is to identify contingencies that are inherently linked to sustainability and that influence its implementation in companies. Further, to identify which coordination mechanisms (organic or mechanistic) are most effective for the implementation on the corporate and on the functional level.Design/methodology/approach– Inductive case-study based upon a cross-industry sample of five cases that applies a contingency approach. The case companies differ with respect to the degree of sustainability implementation, the underlying internal coordination and structural factors like ownership, size, and industry.Findings– The data revealed six contingency factors inherent to the implementation of sustainability that influence the effectiveness of organic or mechanistic coordination mechanisms according to the specific implementation context. Further, the implementation of corporate sustainability requires more internal coordination than implementing sustainability on the functional level.Research limitations/implications– The identified contingencies relevant for the internal coordination to implement sustainability and insights into the relevance of such coordination provide a sound basis for future research. Further, various research avenues are identified to advance the discipline's understanding of this so far under-researched field.Practical implications– This paper shows that a one-size-fits-all approach to sustainability implementation is not effective. Rather, companies need to consider specific contingencies and adapt their internal coordination efforts accordingly.Originality/value– This paper is the first to address internal coordination for implementing sustainability on the corporate and functional level. By providing insights on the context-specific effectiveness of different types of internal coordination for the implementation of corporate sustainability, sustainable sourcing, and sustainable marketing it provides a contribution to both academia and industry practice.

Purpose– Horizontal cooperations of logistics service providers (LSPs) have become important for LSPs within the last decades. Owing to the high complexity of these cooperations as observed by Schmoltzi and Wallenburg, the potential for conflict is inherent. This research, therefore, aims to investigate how nature (dysfunctional vs functional) and extent of conflict impact the outcome of these cooperations. Further, the roles of formal and relational governance mechanisms in influencing conflict are analyzed.Design/methodology/approach– The research is empirical in nature and employs a theory-driven, confirmatory approach. It utilizes large-scale survey data of German LSPs, which are analyzed using multivariate statistical methods.Findings– The research shows that governance mechanisms impact the extent and functionality of conflict: relational governance lowers the extent of conflict and leads to higher functionality of conflicts, while formal governance increases the extent of conflict. Moreover, it is shown that conflicts decrease the overall cooperation performance, whereas – when functional in nature – they have a positive impact on the innovativeness of cooperations.Research limitations/implications– The impact of governance on conflicts and of conflicts on outcome may differ depending on the cultural and country-specific setting.Practical implications– The results allow mangers of LSP cooperations to adapt their set of applied governance mechanisms and conflict resolution approaches with regard to the improvement of cooperation performance and cooperation innovation.Originality/value– This is the first study that analyzes conflict and conflict resolution in horizontal LSP cooperations and shows their interrelation with both governance and performance.

PurposeThe purpose of this paper is to examine how goal achievement and goal exceedance influence the aspects of loyalty in logistics outsourcing relationships. Specifically, it aims to develop and test a model of customer loyalty across two cultures to determine if dedicated strategies for building loyalty are required.Design/methodology/approachThis effort develops a conceptual model that provides a better understanding of the relationship between two dimensions of logistics outsourcing performance (goal achievement and goal exceedance) to loyalty across cultures. The model is then tested using structural equation modeling along with multi‐group analysis.FindingsThe findings indicate that goal achievement strongly influences the loyalty aspects of retention and referrals, but not extension. Meanwhile, all three dimensions of loyalty were influenced by goal exceedance of the logistics provider. Further, goal achievement was found to have a stronger effect on retention only, with goal exceedance demonstrating a stronger influence on extension and referrals. In addition, cultural differences in the model were identified.Research limitations/implicationsFuture research should examine more transactional settings as well as other potential moderators that may be consequential to the examination of loyalty formation.Practical implicationsThe findings suggest that logistics service providers (LSPs) need to have an appreciation for the differences between goal achievement and goal exceedance as it relates to loyalty formation. In addition, LSPs need to adapt their performance goals based on cultural differences that may exist across their markets.Originality/valueThe close examination of the two dimensions of outsourcing performance on three aspects of loyalty behavior builds on the extant literature. The examination across the two national settings provides yet another contribution of the study.