Cross-Sector humanitarian-business partnerships in managing humanitarian logistics comprise a key discussion topic in literature, yet empirical validations of these partnerships are lacking to date. This paper aims to develop a typological framework for humanitarian-business partnerships in managing humanitarian logistics and to empirically verify this typology with a data-set using content analysis. The results show that the amounts of partnerships developed between the business sector and the humanitarian sector in managing humanitarian logistics is still limited and these partnerships are not widely publicised. The research furthermore shows that financial contributions comprise the most common type of resource delivered by the business sector when it comes to partnerships with the humanitarian sector focused on managing humanitarian logistics. It is also interesting to note that the majority of partnerships in our sample are dyadic in nature, managed by a single humanitarian organisation and a single business corporation. Furthermore, we find that most of the partnerships target support for natural disaster emergency relief operations and mainly focus on disaster response.

Order pickers and individual differences between them could have a substantial impact on picking performance, but are largely ignored in studies on order picking. This paper explores the role of individual differences in picking performance with various picking tools (pick by voice, RF-terminal picking and pick to light) and methods (parallel, zone and dynamic zone picking). A unique realistic field experiment with 101 participants (academic students, vocational students and professional pickers) is employed to investigate the influence of individual differences, especially the Big Five personality traits, on picking performance in terms of productivity and quality. The results suggest that (PbV) performs better than RF-terminal picking, and that Neuroticism, Extraversion, Conscientiousness and the age of the picker play a significant role in predicting picking performance with voice and RF-terminals. Furthermore, achieving higher productivity appears to be possible without sacrificing quality. Managers can increase picking performance by incorporating the insights in assigning the right pickers to work with a particular picking tool or method, leading to increased picking performance and reduced warehousing costs.

In many service industries, customers have to wait for service. When customers have a choice, this waiting may influence their service experience, sojourn time, and ultimately spending, reneging, and return behavior. Not much is known however, about the system‐wide impact of waiting on customer behavior and resulting revenue. In this paper, we empirically investigate this by analyzing data obtained from 94,404 customers visiting a popular Indian restaurant during a 12 month period. The results show that a longer waiting time relates to reneging behavior, a longer time until a customer returns, and a shorter dining duration. To find out the impact of the consequences of waiting time, we use the empirical findings and data collected in a simulation experiment. This experiment shows that, without waiting, the total revenue generated by the restaurant would increase by nearly 15% compared to the current situation. Stimulating customers to reserve could enable restaurants to reap part of this benefit. Furthermore, the results of simulation experiments suggest that, within the boundaries of the current capacity, revenue could be increased by a maximum of 7.5% if more flexible rules were used to allocate customers to tables. Alternatively, by increasing the existing seating capacity by 20%, revenue could be boosted by 7.7% without the need to attract additional customers. Our findings extend the knowledge on the consequences of customer waiting, and enable service providers to better understand the financial and operational impact of waiting‐related decisions in service settings.

A controlled field experiment investigates order picking performance in terms of productivity. We examined three manual picker‐to‐parts order picking methods (parallel, zone, and dynamic zone picking) under two different incentive systems (competition‐based vs. cooperation‐based) for pickers with different regulatory foci (prevention‐focus vs. promotion‐focus). The study was carried out in a warehouse erected especially for the purposes of order picking research. Our results show that when using a parallel picking method, a competition‐based incentive system increases productivity compared to a cooperation‐based incentive system, and that when using a zone picking method it is more productive to use a cooperation‐based incentive system. This pattern of results was especially pronounced for pickers with a dominant promotion focus. Dominantly, prevention‐focused pickers were more productive in zone picking with a cooperation‐based incentive system than a competition‐based incentive system, but in the other two picking methods the incentive systems delivered a similar productivity performance. No effects on order picking quality were identified. The analyses demonstrate that by aligning order picking methods, incentive systems, and regulatory focus, warehouses can substantially improve productivity.

O n a daily basis, thousands of employees suffer from severe occupational accidents worldwide. These accidents not only lead to negative consequences for the physical and mental health of employees, but also to high costs for companies and the society as a whole. A large share of these accidents take place in warehouses. Prior research has demonstrated the critical role of leadership, and especially safety-specific transformational leadership (SSTL), in reducing warehouse accidents. Yet several important questions concerning SSTL remain: What effects does SSTL have on outcomes other than safety, and what determines whether leaders display SSTL behaviors? To answer these questions, this research studies the relationship between SSTL of warehouse managers and not only occupational accidents, but also quality and productivity. Moreover, it investigates the managers who are most likely to display SSTL. Data from 87 warehouse managers and 1233 employees were used to test the conceptual model. The results suggest that the dispositional prevention focus of the manager (one of two possible motivational strategies that people deploy) positively relates to SSTL, and that SSTL negatively relates to occupational accidents. Furthermore, SSTL and its identified negative relationship with occupational accidents does not appear to have detrimental impact on productivity or quality. These results extend existing models of SSTL and safety, and can help companies to reduce the number of accidents and the associated costs by selecting and developing safety-specific transformational leaders.

A unique controlled field experiment investigates order picking performance (in terms of productivity and quality). We examined three manual picker-to-parts order picking methods (parallel, zone, and dynamic zone picking) under two different incentive systems (competitionbased versus cooperation-based) for pickers with different regulatory foci (prevention-focus versus promotion-focus). The study was carried out in a warehouse erected especially for the purposes of order picking research. Our results show that when using a parallel picking method a competitionbased incentive system increases productivity and quality compared to a cooperation-based incentive system, and that when using a zone picking method it is more productive to use a cooperationbased incentive system. This pattern of results was especially pronounced for pickers with a dominant promotion focus. Dominantly prevention focused pickers, however, were more productive with a cooperation-based incentive system, irrespective of the picking method. Additionally, a cooperation-based incentive system delivered a low quality performance in zone picking, but a high quality performance in dynamic zone picking. The analyses demonstrate that by aligning order picking methods, incentive systems and regulatory focus, warehouses can improve productivity and quality, and reduce wage costs by up to 20%.

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