The Speed–Sustainability Paradox in Dark Stores: Rethinking Efficiency, Employee Well-Being and Responsible Quick Commerce

Abstract

In order to make deliveries as efficient as possible, dark stores utilize their proximity to the consumer and organize fulfilment in terms of delivery speed. The rationale behind dark store operation is turning proximity, digital operational efficiency and labour into reliable delivery solutions. However, faster delivery does not mean effective delivery. The time saved for customers can lead to increased pressure on employees, disintegration of deliveries, duplication of items kept in inventory and disruption in the neighbourhood.

In this conceptual paper the situation will be analysed through the lenses of Paradox Theory, Stakeholder Theory, as well as insights from the Job Demands-Resources theory, algorithmic management theory and sustainable supply theory. In particular, the concept of temporal accountability will be introduced, which means accountability for overcoming the delivery promises making sure that time, risk and recovery opportunities are managed properly. A solution will be proposed distinguishing between productive speed, which is achieved through genuine process improvements, and transferred speed, which is achieved through transferring costs to the powerless stakeholders.

The notion of responsible quick commerce can thus be understood as governance in terms of promises, capabilities, and outcomes. Here, the system of governance is formed by adaptive delivery promises, secured operational slack, questionable algorithmic decisions, and collective assessment indicators related to reliability of services, labour conditions, and ecological consequences. A theoretical framework consists of six propositions relating to the processes and boundaries of interaction. The current paper claims that sustainable operation of dark stores should be viewed as a form of resource saving rather than as a succession of advantages associated with rapid deliveries.