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This 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.

Empirical 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.

Horizontal 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.

This study is limited to an exploratory, descriptive approach in providing a sound understanding of the cooperation landscape.

The 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.

This 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.

The purpose of this study is to provide insights into the role of governance mechanisms in fostering innovativeness in horizontal service cooperations.

Data were collected from 225 horizontal service cooperations in the logistics industry via an online survey. Structural equation modeling was used to analyze the empirical data.

The choice of governance measures helps to improve the innovativeness of service cooperations. The use of formalization and balanced mutual influence, combined with cultural similarity provides the basis for the development of new or enhanced services within the cooperation. In contexts that build on equity‐based contracts, innovativeness is driven by the degree of mutual influence among partners.

Empirical data were collected in a single industry (logistics) and in a single country (Germany). A confirmation of the results in different service settings is therefore encouraged.

This research emphasizes the importance of governance in facilitating innovation in service cooperations. By applying the right governance mechanisms in possible settings of co‐opetition, managers can foster coordination and the exchange of knowledge and diminish opportunistic behavior among parties.

The research is extended by developing a model based on the knowledge of service innovation, cooperation performance and governance mechanisms and by empirically testing this model.

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.

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.

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.

The impact of governance on conflicts and of conflicts on outcome may differ depending on the cultural and country-specific setting.

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.

This is the first study that analyzes conflict and conflict resolution in horizontal LSP cooperations and shows their interrelation with both governance and performance.