The influence of contractual and relational factors on the effectiveness of third party logistics relationships

Hofenk, Dianne; Schipper, R; Semeijn, Janjaap; Gelderman, Cees J.

doi:10.1016/j.pursup.2011.04.003

Cited by 57 publications

(39 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Large et al (2011), Stank et al (2003 Trust It is the ability of the customer to rely on the 3PL to meet promises and expectations and vice versa (Zucker 1986;Anderson & Narus, 1990;Moorman et al, 1993;Ganesan 1994;Morgan & Hunt, 1994). Hofenk et al (2011), Klein (2007) Commitment It is the belief "that an ongoing relationship with another is so important as to warrant maximum efforts at maintaining it; that is, the committed party believes the relationship is worth working on to ensure that it endures indefinitely" (Morgan & Hunt, 1994, p. 23). Knemeyer et al (2003), Schmoltzi and Wallenburg (2012)…”

Section: Articlementioning

confidence: 99%

Third‐Party Logistics: A Meta‐Analytic Review and Investigation of its Impact on Performance

Leuschner

Carter

Goldsby

et al. 2014

J Supply Chain Manag

108

View full text Add to dashboard Cite

Interest in third‐party logistics has been steadily increasing over the last two decades. Recently, increased focus by researchers has produced a solid literature base of academic research. In this article, a meta‐analytic approach is employed to provide a quantitative review of the empirical literature and examine relevant constructs. Fifty‐four samples across 69 peer‐reviewed journal articles, yielding a total of 9,386 observations, were obtained and analyzed. We used transaction cost economics and the resource‐based view as lenses to hypothesize a structural model of the relationships between relational governance structure, logistics customer service, and firm performance. Additional relationships were also found and analyzed, helping to clarify the mixed existing findings in the literature. The study concludes by mapping out future directions for 3PL research, based on the study's findings.

show abstract

Section: Articlementioning

confidence: 99%

Third‐Party Logistics: A Meta‐Analytic Review and Investigation of its Impact on Performance

Leuschner

Carter

Goldsby

et al. 2014

J Supply Chain Manag

108

View full text Add to dashboard Cite

show abstract

“…Selviaridis and Spring (2010) argue that the contract provides a basis for ongoing dialogue and exchange adaptation in cases of high uncertainty, and demonstrate the interplay of contractual and relational governance mechanisms. Similarly, Hofenk et al (2011) conclude that formal contracts, trust and commitment are complementary in achieving effectiveness in 3PL relationships. The 3PL exchange is conceived as a dynamic process where the exchange definition is subject to continuous evaluation and adjustment and is only temporarily codified through the contractual specification (Selviaridis and Spring 2010).…”

Section: Introductionmentioning

confidence: 87%

“…in terms of contract duration, expected behaviors, service level targets, and risk and liabilities allocation (Wilding and Juriado 2004;Logan 2000;Boyson et al 1999). Such literature, however, offers limited insights into how specific contractual provisions may contribute to exchange governance (Hofenk et al 2011). This is important as contracts perform multiple functions (Schepker et al 2014) e.g.…”

Section: Introductionmentioning

confidence: 99%

“…Detailed contracts are either perceived as signals of lack of trust (Lambert et al 1999), or complements to trust, commitment, flexibility and relational norms to ensure exchange effectiveness (Hofenk et al 2011;Boyson et al 1999). Despite their contributions, the above studies do not provide in-depth empirical insights into the functions that specific contractual provisions and clauses perform.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Contract functions in service exchange governance: evidence from logistics outsourcing

Selviaridis

2016

Production Planning & Control

View full text Add to dashboard Cite

The logistics outsourcing literature emphasises relational governance mechanisms and has underplayed the role of formal contractual provisions. This paper empirically examines the multiple functions that contracts perform in service exchange governance. Codification, safeguarding, coordination, and adaptation functions are linked to contract specification schedules, payment mechanisms, (early) termination rights, performance review and communication provisions, service variations clauses, and renegotiation provisions. Contracts may also embody exchange-or partner-specific learning, albeit to a limited extent. Overall, the empirical findings lend support to the functional view of contracting. The functionality of contracts extends beyond safeguarding against opportunism and financial losses. In addition to offering economic and legal safeguards, contracts are used to coordinate and adapt service exchanges in the face of complexity and uncertainty.

show abstract

“…Given these factors, partnering with other companies at the same level of the value chain can yield competitive advantage. The motivations for companies to enter horizontal alliances are diverse, ranging from the desire to acquire additional competencies and to increase market penetration to goals related to improving service quality and productivity (Cruijssen et al., ,b; Hofenk, Schipper, Semejin & Gelderman, ; Schmoltzi & Wallenburg, ).…”

Section: Introductionmentioning

confidence: 99%

The Interplay of Relational Governance and Formal Control in Horizontal Alliances: A Social Contract Perspective

Wallenburg

Schäffler

2014

J Supply Chain Manag

View full text Add to dashboard Cite

Governance is critical to an alliance relationship as it aids in curbing opportunism and thus in achieving higher performance. While research suggests relational governance as well as formal control mechanisms as viable means to reduce opportunistic behavior in an alliance relationship, the effectiveness of the interplay of these governance forms remains an important issue. This research addresses this challenge by applying social contract theory to resolve the uncertainties surrounding whether relational governance, exercised by joint actions in the performance measurement process (PMP), can be effectively complemented by the formal control mechanisms of output and process controls. Based on a survey of 197 horizontal alliances of German logistics service providers and using structural equation modeling, we find that if formal control mechanisms are legitimized by underlying agreements, which are established through relational governance (i.e., joint actions), the two governance forms indeed complement each other. However, if no such legitimization through social contracts is present, the complementation is counterproductive. Furthermore, it is shown that opportunism in the setting of horizontal alliances is also detrimental to alliance success.

show abstract

The influence of contractual and relational factors on the effectiveness of third party logistics relationships

Cited by 57 publications

References 47 publications

Third‐Party Logistics: A Meta‐Analytic Review and Investigation of its Impact on Performance

Third‐Party Logistics: A Meta‐Analytic Review and Investigation of its Impact on Performance

Contract functions in service exchange governance: evidence from logistics outsourcing

The Interplay of Relational Governance and Formal Control in Horizontal Alliances: A Social Contract Perspective

Contact Info

Product

Resources

About