<p>The literature has repeatedly underscored the importance of having a sustainability mindset among stakeholders, yet little is known regarding the dynamics of performance outcomes when stakeholders’ sustainability orientation is (in)congruent. Thus, this study aims to examine the influences of sustainability congruence (congruence V.S. incongruence) and its levels (high-high V.S. low-low) on sustainable shipping performance. This study develops hypotheses and constructs theoretical models by integrating stakeholder theory and organizational information processing theory. To examine the hypotheses, a dyadic dataset collected from the shipping industry is employed on polynomial regression models. Then, response surface analysis is conducted to further demonstrate the relationship dynamics. The results indicate that, instead of a unilateral high level of sustainability orientation by the shipper or carrier, it is their congruent sustainability orientation that leads to improved sustainable shipping performance, and this effect strengthens when the congruence level is higher. Interestingly, while incongruence exerts an overall negative influence on performance, the effect is asymmetric, with partnerships between a highly sustainability-oriented carrier and a less-oriented shipper performing worse than those in the reverse configuration. Moreover, we show that the relationship between sustainability orientation and congruence is contingent on the shipping firm’s big data analytics capabilities. This study explores why the congruence of sustainability orientation between shippers and carriers matters for achieving better sustainable shipping performance. We also document how big data analytics capabilities can serve as an effective means to improve such a congruence effect, shedding new light on sustainable maritime management and the wider operations management context.</p>