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Newly established intersections between offline and online channels create room for enhancing inter-channel synergies. The nature and structure of emerging markets only further emphasize the need to expand existing knowledge. Consequently, this study investigates inter-channel synergy creation during offline–online retail integration in emerging markets.

Data collected from 97 companies in Serbia that incorporated online channels into their offline retailing businesses were analyzed using the structural equation modeling method.

The results show that retailers who have undergone click-to-brick integration in the emerging markets struggle to leverage physical presence for inter-channel synergy creation through digital channels. Essentially, retailers integrating clicks into bricks in emerging markets are less likely to achieve immediate omni-channel synergy, resorting to a multi-iterative transition process.

This research synthesizes knowledge on inter-channel synergy creation in an omni-channel context, as well as existing findings regarding inter-channel integration. This paper presents the first comprehensive study on inter-channel synergy creation during click-to-brick integration in emerging retail markets. Moreover, this study outlines challenges facing retailers seeking channel synergy during click-to-brick integration. The study results have theoretical and practical implications regarding inter-channel synergy creation in the multi-channel environment of emerging markets.

Many studies have examined the use of social media by either customers or firms, especially in developed markets. However, little is known about why young individual entrepreneurs use digital channels (DCs) as business platforms in emerging markets (EMs) and how they integrate them into their marketing activities. This paper aims to try filling this gap.

Given the exploratory nature of this research, the authors employ a qualitative approach based on a focus group (12 participants) and semi-structured interviews (8 participants) with young entrepreneurs in Saudi Arabia. The authors adopted a deductive thematic analysis based on pre-determined theoretical frameworks to analyse and interpret the data.

The authors found that the young entrepreneurs mainly used Instagram, Snapchat and, to a moderate extent, YouTube as digital marketing channels for advertising purposes. However, they used WhatsApp for establishing direct contact and personalising communication with customers. The entrepreneurs used these channels because they are useful, easy to use, cost-effective, fun and widely used by local customers. The authors also found that the entrepreneurs used social media and offline channels conjointly in three main marketing activities (communication/promotion, transactions and customer service) to boost the customer purchasing process. The complementarity of social media and offline channels was found to improve brand visibility, enlarge markets and strengthen the customer relationship. However, the achievement of these benefits varied across small firms depending on the entrepreneurs' abilities in coordinating multiple channels and according to the distinctiveness of their businesses.

This study contributes to the entrepreneurial literature by extending the unified theory of acceptance and use of technology (UTAUT) to explain the motives behind the use of DCs amongst individual entrepreneurs. Furthermore, this paper proposes a novel theoretical framework for studying the interaction between online and offline marketing channels during the purchasing process. Through this framework, the study provides new insights into channel coordination and multi-channel customer behaviours from the entrepreneur's perspective.

This study helps understand why small firms use different DCs. Likewise, it shows how young entrepreneurs coordinate online/offline channels in a complementary manner. The findings could also help in designing appropriate programmes encouraging young entrepreneurs to use online channels and social media to enhance their business activities.

This study offers a novel attempt at explaining the use of DCs and their interaction with traditional channels from the entrepreneur's perspective and brings new insights to why and how young entrepreneurs use DCs in an emerging market.

Drawing on dynamic capability theory, this study investigates how online–offline channel integration (OOCI) affects a firm's supply chain resilience and how such an effect is moderated by market turbulence and regulatory uncertainty.

A sample of 273 Chinese firms that conduct online and offline business and hierarchical regression analysis were used to examine the research model.

The results suggest that the effect of OOCI on supply chain resilience differs in terms of its dimensions (i.e. information integration, transaction integration and service integration). While information integration and service integration were positively associated with supply chain resilience, transaction integration had a non-significant relationship with supply chain resilience. Moreover, market turbulence negatively moderated the effect of transaction integration and positively moderated the effect of service integration. Regulatory uncertainty positively moderated the effect of transaction integration and negatively moderated the effect of service integration. Implications and suggestions for future research are discussed.

This study examines the effect of OOCI on supply chain resilience. It further explores the influence of market turbulence and regulatory uncertainty on the relationship between OOCI and supply chain resilience.

This study aims to provide an insight into research related to Muslim travellers in the past 42 years.

Using 342 articles collected from the Scopus database from 1981 to 2023, this study adopted the Bibliometrix in RStudio package and Biblioshiny Web application to analyse the research on Muslim travellers in two main categories: overview and intellectual structures.

The first publication related to Muslim travellers occurred in 1981 and number of publications remained few in the first three decades. Starting 2015, publications on Muslim travellers experienced a growing development of discussions and publications. Four prominent research clusters were identified: “halal tourism”, “hajj”, “Islamic tourism” and “tourist post-purchase”. Themes within the research on Muslim travellers have evolved from the “pilgrimage” to “Islamic tourism” theme. Then, the “Islamic tourism” theme has been expanded to a variety of topics that were primarily relevant to Muslim tourist behaviour. Themes related to “climate change” and “Syria” have been identified as the niche themes that need further study.

Scopus database is regularly updated as the number of papers and journals may increase or decrease from time to time. This may impact on the fluctuation of the theme analysis from the article search at that time.

This study reviews publications related to Muslim travellers over the past four decades. Accordingly, it can aid interested researchers and stakeholders in gaining a more thorough understanding of Muslim traveller research.

COVID-19 disrupted the lives of consumers across the globe, and the retail sector has been one of the hardest hits. The impact of COVID-19 on consumers' retail choice behaviour and retailers' responses has been studied in detail through multiple lenses. Now that the effect of COVID-19 is abating, there is a need to consolidate the learnings during the lifecycle of COVID-19 and set the agenda for research post-COVID-19.

Scopus database was searched to cull out academic papers published between March 2020 and June 6, 2022, using keywords; shopping behaviour, retailing, consumer behaviour, and retail channel choice along with COVID-19 (171 journals, 357 articles). Bibliometric analysis followed by selective content analysis was conducted.

COVID-19 was a black swan event that impacted consumers' psychology, leading to reversible and irreversible changes in retail consumer behaviour worldwide. Research on changes in consumer behaviour and consumption patterns has been mapped to the different stages of the COVID-19 lifecycle. Relevant research questions and potential theoretical lenses have been proposed for further studies.

This paper collates, classifies and organizes the extant research in retail from the onset of the COVID-19 pandemic. It identifies three retail consumption themes: short-term, long-term reversible and long-term irreversible changes. Research agenda related to the retailer and consumer behaviour is identified; for each of the three categories, facilitating the extraction of pertinent research questions for post-COVID-19 studies.

This study aims to elaborate on the interface between water scarcity and consumption and, specifically to focus on, how consumers’ perceptions and views towards (un)sustainable water consumption can inform the development of sustainable water practices and environmental policies.

A qualitative methodology was adopted, consisting of 34 in-depth interviews with consumers, in four cities in the United Kingdom (UK). The semi-structured interviews sought to examine sustainable water consumption practices in more depth within an unexplored context, and secondary data were also used to explore the phenomenon in more depth.

The findings provide novel theoretical and empirical insights around the invisibility and imperceptibility of (un)sustainable water consumption. The findings suggest how interdisciplinary and collaborative practices can enhance more responsible and sustainable consumption of water resources in the UK.

The study can inform marketing strategies on community engagement with localised water sustainable actions and encourage policymakers to develop concrete marketing communications and increased public awareness regarding water scarcity.

Considering the slow growth of water scarcity, the findings can prompt marketing scholars to explore similar phenomena, within seemingly unaffected countries, urban centres, industries and marketplaces.

Previous studies focused on the measurement of household water consumption in the water-scarce context of the Southern Hemisphere. Challenging geographical perceptions of water shortage, this study focuses on the UK and highlights how the multidimensional, finite and invisible nature of water consumption requires collaborative efforts in tackling water scarcity.

Retailers are increasingly adding multiple platform apps. For instance, Hilton Hotel is listed on booking.com, Expedia and TripAdvisor. The purpose of this study is to examine whether and how the adoption of a second homogenous mobile platform app by new and existing consumers affects their purchasing behavior in both the original app and the overall platform apps.

With 604,864 unique data from a Chinese fast-food company, which sequentially add three food delivery platforms, this paper explores the influence of a second homogeneous mobile platform app adoption on consumer purchase frequency, order size and spending.

The results of the log-linear regression model show that multiplatform consumers are more profitable than single-platform consumers. For both existing and new consumers, multiplatform adoption would increase purchase frequency, decrease order size and increase total spending with the retailer. However, for existing consumers, multiplatform adopters are more likely to buy less frequently, spend less per order and have lower total spending in the original platform app.

This paper contributes to platform addition and multichannel literature by empirically finding that multiplatform adopters, both new and existing consumers, are more profitable than single-platform consumers. Managerially, the results suggest that companies should not hesitate to add multiple platforms and should encourage consumers to use multiple mobile apps.

First, this study examines the multiplatform addition effect on both new and existing consumers, which has not been discussed yet. Second, this study contributes to multichannel literature by finding that multiplatform consumers are more profitable than single-platform consumers. Third, unlike Rong et al. (2021), this study supports that channel capability theory is still valid in the homogenous mobile-to-mobile channel expansion context.

The purpose of this paper is to analyze manufacturers' production decisions and governments' low-carbon policies in the context of influencer spillover effects.

This paper investigates the impact of the social influencer spillover effect on manufacturers' production decisions when they collaborate with intermediary platforms to sell products through marketplace or reseller modes. Game theory and static numerical comparison are used to analyze our models.

Firstly, under low-carbon policies, the spillover effect does not always benefit manufacturer profits and changes non-monotonically with an increasing spillover effect. Secondly, in cases where there are both a carbon emission constraint and a spillover effect present, if either the manufacturer or intermediary platform holds a strong position, then marketplace mode benefits manufacturer profits. Thirdly, regardless of business mode used when environmental damage coefficient is high for products; government should implement cap-and-trade regulation to optimize social welfare while reducing manufacturers’ carbon emissions.

This study offers theoretical and practical research support to assist manufacturers in optimizing production decisions for compliance with carbon emission limits, enhancing profits through the development of effective influencer marketing strategies, and providing strategies to mitigate carbon emissions and enhance social welfare while sustaining manufacturing activities.

This paper addresses the limitations of prior research by examining how the social influencer spillover effect influences manufacturers' business mode choices under government low-carbon policies and analyzing the social welfare of different carbon emission restrictions when such spillovers occur. Our findings provide valuable insights for manufacturers in selecting optimal marketing strategies and business modes and decision-makers in implementing effective regulations.

This study aims to explore how to overcome and address the loss of exploratory innovation, thereby achieving greater success in exploratory innovation. This phenomenon of loss occurs when enterprises decrease their investment in and engagement with exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Drawing on dynamic capabilities, this study investigates the relationship between organizational foresight and exploratory innovation and examines the moderating role of breakthrough orientation/financial orientation.

This study used survey data collected from 296 Chinese high-tech companies in multiple industries and sectors.

The evidence produced by this study reveals that three elements of organizational foresight (i.e. environmental scanning capabilities, strategic selection capabilities and integrating capabilities) positively influence exploratory innovation. Furthermore, this positive effect is strengthened in the context of a high-breakthrough orientation. Moreover, the relationships among environmental scanning capabilities, strategic selection capabilities and exploratory innovation become weaker as an enterprise’s financial orientation increases, whereas a strong financial orientation does not affect the relationship between integrating capabilities and exploratory innovation.

Ambidexterity is key to successful enterprise innovation. Compared with exploitative innovation, it is by no means easy to engage in exploratory innovation, which is especially important in high-tech companies. While the loss of exploratory innovation has been observed, few empirical studies have explored ways to promote exploratory innovation more effectively. A key research implication of this study pertains to the role of organizational foresight in the improvement of exploratory innovation in the context of high-tech companies.

This paper contributes to the broader literature on exploratory innovation and organizational foresight and provides practical guidance for high-tech companies regarding ways of avoiding the loss of exploratory innovation and becoming more successful at exploratory innovation.

Gillette’s historically successful “razor and blade” business model (RBM) has been a promising benchmark for multiple businesses across diverse industries worldwide in the past several decades. The extant literature deals with very few nuances of this business model notwithstanding the fact that there are several variants of this business model being put to practical use by firms in diverse industries in grossly metaphorically equivalent situations.

This study adopts the 2 × 2 truth table framework from the domains of mathematical logic and combinatorics in fleshing out all possible (four logical possibilities) variants of the razor and blade business model for further analysis. This application presents four mutually exclusive yet collectively exhaustive possibilities on any chosen dimension. Two major dimensions (viz., provision of subsidy and intra- or extra-firm involvement in the making of razors or blades or both) form part of the discussion in this paper. In addition, this study synthesizes and streamlines entrepreneurial wisdom from multiple intra-industry and inter-industry benchmarks in terms of real-time firms explicitly or implicitly adopting several variants of the RBM that suit their unique context and idiosyncratic trajectory of evolution in situations that are grossly reflective of the metaphorically equivalent scenario of razor and recurrent blades. Inductive method of research is carried out with real-time cases from diverse industries with a pivotally common pattern of razor and blade model in some form or the other.

Several new variants of the razor and blade model (much beyond what the extant literature explicitly projects) have been discovered from the multiple metaphorically equivalent cases of RBM across industries. All of these expand the portfolio of options that relevant entrepreneurial firms can explore and exploit the best possible option chosen from them, given their unique context and idiosyncratic trajectory of growth.

This study has enriched the literature by presenting and analyzing a more inclusive or perhaps comprehensive palette of explicit choices in the form of several variants of the RBM for the relevant entrepreneurial firms to choose from. Future research can undertake the task of comparing these variants of RBM with those of upcoming servitization business models such as guaranteed availability, subscription and performance-based contracting and exploring the prospects of diverse combinations.

Smart entrepreneurial firms identify and adopt inspiring benchmarks (like razor and blade model whenever appropriate) duly tweaked and blended into a gestalt benchmark for optimal profits and attractive market shares. They target diverse market segments for tied-goods with different variants or combinations of the relevant benchmarks in the form of variegated customer value propositions (CVPs) that have unique and enticing appeal to the respective market segments.

Value-sensitive customers on the rise globally choose the option that best suits them from among multiple alternatives offered by competing firms in the market. As long as the ratio of utility to price of such an offer is among the highest, even a no-frills CVP may be most appealing to one market segment while a plush CVP may be tempting to yet another market segment simultaneously. While professional business firms embrace resource leverage practices consciously, amateur customers do so subconsciously. Each party subliminally desires to have the maximum bang-to-buck ratio as the optimal return on investment, given their priorities ceteris paribus.

Prior studies on the RBM have explicitly captured only a few variants of the razor and blade model. This study is perhaps the first of its kind that ferrets out many other variants (more than ten) of the razor and blade model with due simplification and exemplification, justification and demystification.