Purpose
The study aims to develop an organizational culture typology and explore how different logistics service provider (LSP) and customer archetypes interact to generate performance improvements in logistics outsourcing relationships.
Design/methodology/approach
A multiple case study approach with 12 dyads was employed. Interviews as well as public and internal data from LSPs and customers were analyzed.
Findings
The results reveal four archetypes each for LSPs and customers, characterized by two dimensions: “activeness” and “openness”. Furthermore, analyzing the interaction among the archetypes, three relationship patterns are identified (“static”, “restrained”, and “progressive”) that differ in the exploratory and exploitative improvement outcomes.
Research limitations/implications
The study contributes to theory development at the intersection of organizational culture and logistics outsourcing.
Originality/value
The study provides a typology of organizational culture in logistics outsourcing and how different archetypes interact to generate improvements.
