## 4 Research Clusters: Content Analysis
### Cluster 1: Sustainable Green Shipping Practices and Research
#### 4.1.2 Subcluster 2: Performance, Outcomes, and Resource Management  
The second subcluster considers performance, outcomes, and resource management in the green shipping corridors research domain. Two articles consider the evaluation of the effects of sustainable shipping practices on organizational outcomes, including (1) Customer loyalty, (2) Resource utilization, and (3) Overall business performance.  
[PERSON] et al. (2018) examine how sustainable shipping practices (SSPs) influence shippers' loyalty through perceived value, trust, and transaction cost [49]. Survey data from 289 shippers--further validated with 2433 shippers in Singapore--support a theoretical model integrating perceived value, social exchange, and transaction cost theories. The findings reveal that SSPs significantly boost perceived value (\(\beta\) = 0.54), which, in turn, enhances trust and reduces transaction costs, ultimately increasing loyalty. A comparison of alternative models indicates that the effect of SSPs on loyalty is fully mediated by these factors. The model explains approximately 50% of the variance in loyalty, emphasizing that sustainability initiatives must deliver tangible (1) economic, (2) quality, (3) emotional, and (4) social benefits to secure long-term shipper loyalty.  
[PERSON] et al. (2019a) integrate the Resource-Based View (RBV), Relational View (RV), and Knowledge-Based View (KBV) to explain how sustainable shipping management can be enhanced through a systematic classification of organizational resources [53]. The scholars develop a comprehensive taxonomy that categorizes sustainability resources into the following three groups: intrafirm resources (e.g., supportive leadership, stakeholder focus, and training), interfirm relationship management resources (e.g., contractual and relational governance, and communication), and organizational learning resources (knowledge exploitation and exploration). Their empirical findings indicate that sustainable shipping management fully mediates the effects of these resource categories on overall business performance, demonstrating that the mere possession of resources is insufficient without their effective utilization and application. The analysis further reveals that intrafirm resources significantly contribute to the development of interfirm relationship management and organizational learning resources, indicating a mutually reinforcing and interdependent relationship among these resource types. From a managerial perspective, the study recommends that shipping companies strategically allocate their scarce production factors to first enhance intrafirm capabilities, then foster collaborative interfirm relationships, and finally promote organizational learning to achieve superior sustainability outcomes and improved business performance.  
Key considerations in this subcluster include how performance metrics such as loyalty, trust, perceived value, and cost structures are influenced by a systematic classification of resources, as posited by the Resource-Based View, to inform business performance in sustainable shipping.