Substitute and complementary ambidexterity: implications for self-organization and relational performance in logistics triads

Purpose This research aims to investigate the effect of buyer−supplier self-organization on triadic relational performance. In addition, this study examines the moderating role of organizational ambidexterity, run by the logistics service provider (LSP), in the relationship between buyer−supplier self-organization and relational performance. Design/methodology/approach The basis of this research is founded on complex adaptive system theory (CAS), enhanced by the tenets of the substitutive approach and complementarity theory (CT). Building on this grounding, this study developed a questionnaire and conducted research in 350 supply chains. Findings The results demonstrate that buyer−supplier self-organization has a positive effect on triadic relational performance. Interestingly, the conclusions obtained highlight the moderating role of organizational ambidexterity, administered by the LSP. More specifically, substitutive LSP ambidexterity exhibits a negative moderating effect between buyer−supplier self-organization and relational performance. In contrast, complementary LSP ambidexterity indicates a positive moderating effect between buyer−supplier self-organization and triadic relational performance. Research limitations/implications To date, organizational ambidexterity has primarily been studied at the individual firm level, without considering its potential influence on other organizations within a network. Accordingly, a more targeted set of variables may be needed to measure ambidexterity as enacted by one firm and its impact on other supply chain partners. Furthermore, beyond the substitutive and complementary approaches used in this study, alternative methods, such as additive or polynomial regression techniques, can be used to capture and quantify ambidexterity. These approaches may effectively extend and complement the findings of this research. Practical implications This study shows that proximity to the market and end customers is a critical factor when considering the role of the LSP within triads. Specifically, organizational ambidexterity, exercised by the logistics service provider, moderates the relationship between buyer−supplier self-organization and triadic relational performance. Consequently, managers at both the buyer and supplier firms should strive to maintain a balanced organizational structure, ensuring it is neither overly formal nor excessively loose. This study further indicates that the logistics service provider can play a pivotal role in achieving this balance. Social implications The findings suggest that promoting buyer−supplier self-organization within transitive triads can strengthen trust, collaboration and shared responsibility. Moreover, the moderating effect of organizational ambidexterity exercised by LSPs indicates that organizations capable of balancing efficiency-focused and innovation-focused practices can cultivate more inclusive and adaptive work environments. Such environments may enhance employee engagement, provide greater learning opportunities and support skill development across organizational boundaries, thereby improving relational performance. Originality/value Given the increasing interest in the role of LSP in supply chains, this study investigates how buyer−supplier self-organization is moderated by organizational ambidexterity to produce superior relational performance.