Exploring how retail and logistics service provider managers make sense of sustainability in last mile delivery

Abstract

PurposeAn increasing number of last mile deliveries (LMDs) pose many sustainability challenges that retailers and logistics service providers (LSPs) can address. Using cognitive frames (CFs) as a lens, this study explored how retail and LSP managers make sense of sustainable LMDs.Design/methodology/approachThe methodological approach used is a multiple embedded case study. The data were obtained from interviews with retailers and LSPs, supplemented with secondary data for triangulation.FindingsThe findings present the operational aspects of LMDs that managers associate with sustainability and indicate that retail and LSP managers frame sustainability primarily as emission reduction. Managers indicate an externalization of responsibility and a compartmentalization of the supply chain, in which social sustainability is not associated with the last mile. Most managers indicate hierarchical CFs regarding sustainability, in which sustainability is an important topic but is subordinate to economic interests.Practical implicationsCollaboration between retailers, LSPs and other stakeholders is viewed as challenging but could alleviate some of the sustainability shortcomings and aid in the paradoxical framing and inclusion of social issues.Originality/valueA conceptualization of managerial CFs for sustainable LMDs, together with empirical frame indicators and three propositions, is presented, providing novel insights into how paradoxical CFs could make LMDs more sustainable. This approach illuminates the possibilities for how to untangle the operational manifestations of managerial framing and adds to the empirical exploration of CFs in supply chain management.