Last-mile logistics in the sharing economy: sustainability paradoxes

Abstract

PurposeThe purpose of this paper is to explore sustainability paradoxes in sharing economy initiatives by focusing on logistics management in last-mile logistics.Design/methodology/approachIn this exploratory study, a total of 10 case studies were conducted in three categories of companies: anti-waste platforms, food delivery platforms and bicycle delivery companies. Twenty-seven face-to-face interviews with founders and/or managers and contractors (couriers, logistics service providers or volunteers) were the primary source of data collection. The heterogeneity of the sample enabled the authors to build an understanding of sustainability paradoxes in the logistics of sharing economy initiatives.FindingsThe findings indicate how logistics management impacts the sustainability of sharing economy initiatives in last-mile delivery. The authors identify seven paradoxical tensions (five of them social) generated by the contradictions between the organizations' promised environmental and social values and the impacts of their operations.Research limitations/implicationsThis exploratory research is based on a qualitative study of 10 cases and 27 interviews from heterogeneous samples; further empirical research is needed to ensure generalization.Practical implicationsThe paper increases the understanding of environmental and social paradoxical tensions and awareness of logistics challenges.Social implicationsThe paper helps identify ways to reconcile promised values and impacts generated by sharing economy initiatives while managing last-mile delivery.Originality/valueThe results enrich the literature about the paradoxes in sharing economy initiatives by providing illustrations in last-mile logistics and exposing the underlying challenges for sharing economy logistics actors.

Uncovering the dark side of the sharing economy from a provider’s perspective: a bibliometric systematic review

“…The sharing economy-related keywords are: [“sharing econom*” OR “platform economy” OR “collaborative consumption” OR “collaborative economy” OR “peer-to-peer economy” OR “peer-to-peer accommodation” OR “carsharing” OR “Airbnb”] (Akbar and Hoffmann, 2022; Belezas and Daniel, 2023; Cheng, 2016; Rojanakit et al , 2022). We also included dark side-related keywords using “AND” in the database search, including [“dark” OR “risk*” OR “tension*” OR “discrimination” OR “conflict” OR “illegal” OR “disorder” OR “problem” OR “threat*” OR “challenge*” OR “trouble” OR “Inequali*” OR “unfair” OR “failure*” OR “negative”] (Cui et al , 2020; Moncef and Dupuy, 2021; Schor and Vallas, 2021).…”

Exploring how retail and logistics service provider managers make sense of sustainability in last mile delivery

“…Table 1 illustrates the context by outlining examples of the multitude of sustainability challenges, including emissions, pollution, urban biodiversity, noise and related safety and health issues for workers, customers and city inhabitants alike. It is in this complex and often ambiguous environment, where issues such as payment models, collaboration concerns and upholding social values in new delivery schemes can cause conflicts between sustainability and business outcomes (Moncef and Monnet Dupuy, 2021), that managers need to make sense of sustainability. Sustainability challenges are made more complex by the transformation of LMDs and the many heterogeneous stakeholders involved (Mangano and Zenezini, 2019).…”

You're driving me crazy! How emotions elicited by negative driver behaviors impact customer outcomes in last mile delivery

“…While maintaining a private fleet enhances controllability and could improve the service, it may bring higher costs (Farris & Pohlen, 2008). In turn, outsourcing delivery operations might yield cost savings but brings considerable challenges in managing and coordinating delivery providers (Field et al, 2018;Moncef & Monnet Dupuy, 2021;Sengupta et al, 2018).…”