【導(dǎo)讀】托運(yùn)人和物流服務(wù)提供商投資來建立彼此之間密切的互惠互利關(guān)系。的學(xué)術(shù)研究所支持。Gibsonetal.指出該研究主要在于鑒別潛在的機(jī)遇（例。如Gentry,1993），關(guān)鍵成功因素法和合伙人選擇的標(biāo)準(zhǔn)。管理和產(chǎn)品配送業(yè)務(wù)的全部或部分業(yè)務(wù)的研究。夠讓他們獲得單個(gè)托運(yùn)人所不能獲得的大規(guī)模的設(shè)施。作時(shí)的協(xié)調(diào)慣例。物流中的橫向合作所獲得的推動(dòng)主要是在西歐。andSeidman,2021)和空運(yùn)行業(yè)方面的橫向合作。確定合作能夠帶來潛在的節(jié)約成本和列舉了一些成功的案例。關(guān)系的主要障礙，并對(duì)此進(jìn)行了第一次大規(guī)模的實(shí)驗(yàn)性研究。比如戰(zhàn)略聯(lián)盟和共同經(jīng)營(yíng)，這些經(jīng)驗(yàn)已經(jīng)被收集到管理類文獻(xiàn)作為標(biāo)準(zhǔn)了。這項(xiàng)研究的發(fā)展是基。的總經(jīng)理闡述了他們對(duì)這項(xiàng)研究的看法。和有效的管理來產(chǎn)生相關(guān)收益。合作的專業(yè)化對(duì)生產(chǎn)力的影響是眾所周知的。公司間相互學(xué)習(xí)彼此的技術(shù)和能力，這。方面，配送頻率方面，覆蓋的地理范圍方面以及配送時(shí)間的可靠性方面等等。在觀點(diǎn)中被列了出來。觀點(diǎn)反映了橫向合作是在不確定市場(chǎng)狀況下保

　　

【正文】 It is hard to ?nd mensurable LSPs with whom it is possible to cooperate for (non)core activities. (9) It is hard to ?nd a reliable party that can coordinate the cooperation in such a way that all participants are satis?ed. Determining and dividing the gains The narrow scope of most alliances prevents full understanding of the nature, extent, and distribution of risks or rewards that might accrue in the course of the partnership’s evolution, or even a clear de?nition of each partner’s roles and tasks (Bartlett and Ghoshal, 2021). The importance of a fair distribution of expected and unexpected costs is also stressed in Gibson et al. (2021). The propositions (10), (11), and(12) contain the impediments concerning the determination and division of gains from horizontal cooperation. (10)It is hard for the partners to determine the bene?ts or operational savings due to horizontal cooperation beforehand. (11) Partners ?nd it hard to ensure a fair allocation of the shared workload in advance. (12)A fair allocation of bene?ts to all the partners is essential for a successful cooperation. Unequal negotiation positions of partners Bleeke and Ernst (1995) explain how the evolvement of the relative bargaining power of the partners is the key to understanding whether an alliance is likely to lead to a takeover. Relative bargaining power depends on three factors: the initial strengths and weaknesses of the partners, how those strengths and weaknesses change over time, and the potential for petitive con?ict. Inspired by the pilot interviews, the next three propositions explore areas of potential con?ict due to unequal negotiation positions of the partners. (13) When an LSP cooperates with mensurable panies, it bees harder to distinguish itself. (14) Over time smaller panies in the partnership may lose clients or get pushed out of the market pletely. (15) When bene?ts cannot be shared in a perceived fair way, the larger players will always bene?t most. Information and Communication Technology (ICT) The vast majority of the panies active in logistics are small and medium sized panies (SMEs). As SMEs tend to lag behind in implementation of information and munication technology (ICT) systems(Gunasekaran and Ngai, 2021), this can hamper those forms of cooperation that require intensive (order) data exchange. Our pilot interviews indicate that ICT is mainly an issue for horizontal cooperation agreements of a medium intensity. Low intensity initiatives often do not require speci?c ICT investments and high intensity initiatives generate su?cient revenue to pay back the required ICT investments. Proposition(16) covers the ICT impediment. (16) Cooperation is greatly hampered by the required indispensable ICTinvestments. This paper aims at linking characteristics of logistics panies to their attitudes towards the proposed opportunities and impediments for horizontal cooperation. Since this is the ?rst time propositions on this subject are submitted to a large set of LSPs, exploratory factor analysis is used to identify not directly observable factors within the sets of propositions on opportunities or impediments. Table 2 recapitulates the nine propositions about impediments for cooperation developed in this section. Table 2 Propositions about impediments to horizontal cooperation Code Proposition (8) It is hard to ?nd mensurable LSPs with whom it is possible to cooperate for (non)core activities. (9) It is hard to ?nd a reliable party that can coordinate the cooperation in such a way that all participants are satis?ed. (10)It is hard for the partners to determine the bene?ts or operational savings due to horizontal cooperation beforehand. (11)Partners ?nd it hard to ensure a fair allocation of the shared workload in advance. (12)A fair allocation of bene?ts to all the partners is essential for a successful cooperation. (13) When an LSP cooperates with mensurable panies, it bees harder to distinguish itself. (14) Over time smaller panies in the partnership may lose clients or get pushed out of the market pletely. (15) When bene?ts cannot be shared in a perceived fair way, the larger players will always bene?t most. (16) Cooperation is greatly hampered by the required indispensable ICTinvestments.