Performance measurement in horizontal LSP cooperation as a field of conflict: the preventive role of collaborative proce
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ORIGINAL PAPER
Performance measurement in horizontal LSP cooperation as a field of conflict: the preventive role of collaborative processes Carl Marcus Wallenburg1 • Thorsten Scha¨ffler1
Received: 8 October 2015 / Accepted: 4 April 2016 The Author(s) 2016. This article is published with open access at Springerlink.com
Abstract Engaging in horizontal cooperation is a prevalent strategy of logistics service providers (LSPs) to deal with the challenges they are confronted with by today’s supply chain environment (e.g., complex and global supply chains, increased competition). These horizontal LSP alliances, for example, for providing a national less-thantruck-load network, are complex in nature and characterized by coopetition. This situation provides a fertile soil for conflict. The literature outlines that conflict, the experience that goals or interests are in opposition, emerges in areas of essential activities and that performance measurement is such an area. Yet, when these differences meet, they also become apparent and can potentially be eased. Against this background, we develop a theoretical model and test it with survey data from 193 horizontal LSP alliances. The results show that, in general, applying collaborative processes in the performance measurement reduces overall conflict in horizontal LSP cooperations. Further, based on resource dependency theory and social contract theory, this research identifies the power structure of the alliance as a relevant contingency factor and shows that joint action in PM is effective in reducing conflict in symmetrical power cooperations, while information sharing as less intense form of collaboration is effective in reducing conflict in asymmetrical power cooperations.
& Carl Marcus Wallenburg [email protected] 1
Ku¨hne-Foundation Chair of Logistics and Services Management, WHU – Otto Beisheim School of Management, Erkrather Straße 224a, Du¨sseldorf, Germany
Keywords Alliance management Logistics service provider Performance measurement Conflict Collaborative processes
1 Introduction Horizontal cooperation is a prevalent strategy for logistics service providers (LSPs) to deal with the extensive challenges of today’s supply chain environment (e.g., complex and global supply chains, increased competition, rising requirements by customers) [1, 2]. Examples are multicompany networks for less-than-truck-load transportation. Today, more than half of all small, medium, and large LSPs are engaged in at least one such horizontal alliance with one or multiple other LSPs [3]. This allows them to strengthen their competitive position through improved service scope and quality, increased productivity, and access to new markets [1, 3, 4]. Horizontal LSP alliances are complex in nature [5] and entail various strategically relevant decisions on which opinions will widely differ. Examples include the question how to develop the scope of activities or in which way to support common activities with IT systems (e.g., whether to offer joint mobile apps at the customer in
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