Exploring the sustainable logistics innovation process
| Date | 05 February 2018 |
| Published date | 05 February 2018 |
| Pages | 204-217 |
| DOI | https://doi.org/10.1108/IMDS-02-2017-0058 |
| Author | Maria Björklund,Helena Forslund |
| Subject Matter | Information & knowledge management,Information systems,Data management systems,Knowledge management,Knowledge sharing,Management science & operations,Supply chain management,Supply chain information systems,Logistics,Quality management/systems |
Exploring the sustainable logistics
innovation process
Maria Björklund
Linkopings Universitet, Linkoping, Sweden, and
Helena Forslund
School of Business and Economics, Linnaeus University, Växjö, Sweden
Abstract
Purpose –The development of more sustainable logistics calls for innovative thinking. In order to accelerate
the development in the field, there is a need for increased understanding of the process behind successful
implementation of sustainable logistics innovations (SLI). The purpose of this paper is to explore the SLI
process, in order to identify critical factors, challenges as well as actors involved.
Design/methodology/approach –A multiple-case study in six Swedish retailers and logistics service
providers (LSPs), successful in SLI implementations, was conducted. Both within-case and cross-case
analyses were applied.
Findings –The SLI process consists of five phases. The positive relationship between formalisation and SLI
success is supported. Critical activities and challenges not known from literature were found in each phase.
Examples are the use of logistics and customer KPIs, quickness, developing simple concepts, using a
sustainability business case template and selecting where to test SLIs. Some phases are involving many
internal and external actors, while others involve few internal actors. Customers are not particularly involved,
and retailers involve their LSP suppliers.
Research limitations/implications –This study addresses the lack of empirical research in logistics
innovation and has bridged the gap of innovation studies in other companies than in LSPs. Furthermore it has
combined two developing areas, sustainable innovation and logistics innovation, into SLI. A number of
critical activities and challenges, and complex patterns for actors’involvement in the SLI process phases are
explored as insights from particular cases; these results could be analytically generalised to theory.
Practical implications –The practical implications lie in guiding managers who wish to improve
sustainability and innovativeness in logistics and, consequently, business success. Knowledge from
successful companies about which phases to go through in which sequence, which challenges that can be
expected and who to include in the SLI process could imply that more companies focus on SLI.
Social implications –Knowledge on how to include sustainability in a clear innovation process, e.g.,
by making strong business cases, should imply an accelerated development of sustainable logistics in society.
Originality/value –This study addresses the lack of empirically-based research in logistics innovation and
expands the concept to retailers.
Keywords Case study, Innovation management, Innovation process, Sustainable logistics
Paper type Research paper
1. Introduction
Innovation is a key driver to sustainability in supply chains (Roscoe et al., 2016). Innovations
within sustainability can significantly affect firm performance due to their positive impact
on market share and reputation (Lin et al., 2014) and can, therefore, be income-generating.
Applications of sustainability concepts in logistics have developed during the years (Piecyk
and Björklund, 2015), and it is highly relevant for theory and practice to accelerate this
development. Logistics innovation studies focus on logistics service providers (LSPs)
(e.g. Rossi et al., 2013; da Mota Pedrosa et al., 2015; Marchet et al., 2017), and the same can be
said regarding the logistical focus in the sustainable innovation literature (Zailani et al.,
2011). Bringing these areas together implies focusing on sustainable logistics innovation
(SLI). Inspired by the common innovation definition from OECD (2005, p. 46) and by Flint
et al. (2005), SLI is defined as: “The implementation of a for-the-firm new, or significantly
improved, service, process, or organisation in a logistics activity, that contributes to a more
Industrial Management & Data
Systems
Vol. 118 No. 1, 2018
pp. 204-217
© Emerald PublishingLimited
0263-5577
DOI 10.1108/IMDS-02-2017-0058
Received 13 February 2017
Revised 9 July 2017
Accepted 27 August 2017
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0263-5577.htm
This study was funded by Vinnova, the Swedish Innovation Agency (Grant No. 2014-03363).
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IMDS
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