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This study aims to explore the essence of the omnichannel in the handloom industry’s development and to identify, analyse and estimate the barriers obstructing the implementation of the omnichannel in the handloom industry of India.

A descriptive literature review and expert opinion are used to identify the barriers obstructing the successful realisation of the omnichannel in the handloom industry of India. Moreover, interpretive structural modeling and the matrix of cross-impact multiplications applied to classification are used to analyse and estimate the impact of these barriers.

This research suggests the implementation of the omnichannel is subjected to several barriers, specifically lack of government support and policies, uncertainty in business contract partners, poor reverse logistics system, etc.

This research explores the contribution of the handloom industry to the socioeconomic development of the rural and semi-urban Indian population. It also explores the need for government support for the survival and growth of the handloom industry. It also explains how omnichannel can support this industry for its survival and its overall development. Furthermore, factors inhibiting the implementation of the omnichannel in the handloom industry are identified and evaluated based on their over impact.

Performing retailing in a complete omnichannel manner is not a simple task, and it considerably increases the complexity of supply chain management operations. This paper aimed at identifying the barriers hindering efficient management of a return channel in this type of retail.

A systematic literature review procedure was used, including descriptive and content analysis of results. The review was performed using four academic databases. Applicable barriers were categorized thematically, a conceptual framework was proposed and future research avenues were drawn.

The contribution of this paper comprises a theoretical description of reverse logistics applied to omnichannel retail, the identification of the return barriers in omnichannel and a conceptual framework for a holistic view of the problem. In all, 43 barriers were identified including high investments, product restocking, additional transportation costs and poor communication.

The link between reverse logistics and omnichannel area is recent and publications are still scarce, so the newness of this study limits the opportunity for further deepening or more robust validation of the results.

The results offered may be used by managers in the areas of retail and supply chain management in general in order to reduce the natural complexity in omnichannel environment.

Regarding previous literature on omnichannel retail, only a few works consider the after-sales stage. This work intended to pave the way in this poorly explored intersection (reverse logistics and omnichannel) by presenting a conceptual framework to classify various barriers in omnichannel retail return.

Omnichannel implementation in retail requires business transformation and faces several operational barriers. This research discusses how omnichannel has been implemented, in a managerial perspective, and how integration of operations has overcome the identified transformative barriers.

The authors followed a multi-case study approach, with observation and interviews with managers of four big retail companies in Portugal.

The results suggest that retail companies have overcome the barriers to implement omnichannel models through the integration of information technology (IT), the accomplishment of organisational changes and the optimisation of customer feedback, achieving positive business indicators, namely increased sales.

The conclusions of the paper provide valuable information to help companies to design the process of channel's integration in order to overcome the transformative constraints of omnichannel. However, those conclusions emerge from Portuguese case studies of retail companies, and a generalised discussion should consider the contextual diversity of consumer expectations, cultural user experiences in retail and the maturity of digital transformation and omnichannel implementation stage in each country.

Previous studies had characterised the items of omnichannel retail, fulfilment processes, the benefits of channels' integration in customer experience, satisfaction and loyalty and had identified barriers for its implementation. Considering the existence of different stages of omnichannel implementation, this paper explores how retail companies increment omnichannel operations, overcome transformative barriers and achieve the omnichannel benefits, through the whole involvement of the organisation system, the customer approach and the business model, besides the technology integration.

The purpose of this paper is to analyze differences between multichannel and omnichannel marketing, describe the advantages of omnichannel marketing and explain how retailers can best transition from multichannel marketing to omnichannel marketing.

The paper’s findings are based on a systemic review of the literature of academic studies, research-based studies by major consulting firms and case study reports of effective omnichannel retailers. The approach used is managerial and strategic.

Four stages are identified between a pure multichannel and a pure omnichannel marketing strategy. This multistage approach enables a firm to determine its current position, to view the gaps in its strategy in moving to the next level and to develop appropriate actions to move to the next higher level. This paper also identifies barriers to a firm implementing an omnichannel marketing strategy and describes how these barriers can be overcome.

This paper describes the advantages associated with omnichannel marketing and discusses a strategy to transition to omnichannel marketing. Barriers to adopting omnichannel marketing and how they can be overcome are analyzed.

This study makes a number of contributions to the literature on omnichannel marketing. It sets forth specific criteria for firms to determine their present stage on the multichannel marketing to omnichannel marketing hierarchy. This strategic approach provides firms with a roadmap to planning and implementing an omnichannel marketing orientation. The paper concludes with directions for future research and managerial implications and conclusions.

This study aims to identify the challenges in the healthcare industry as it adopts an omnichannel setup in an emerging economy context. Further, the study determines the scope of blockchain in addressing these challenges.

The study uses a qualitative approach to understand the challenges in the omnichannel healthcare industry and know the scope of blockchain in building an omnichannel healthcare system. In the first stage, it did an in-depth analysis of the extant literature, followed by a Delphi study with 24 healthcare experts.

The study presents the current challenges in the omnichannel healthcare sector in an emerging economy. Further, it develops a novel conceptual framework for blockchain adoption in the omnichannel healthcare industry. The study also presents propositions that will help healthcare service providers enhance decision-making concerning the adoption of blockchain in the healthcare industry.

The research results may lack generalizability due to the exploratory approach and emerging economies context. Theoretically, in this study, the authors extend the theory of swift trust and organization information processing theory in an omnichannel healthcare context.

The propositions provided in this paper can help healthcare managers make strategic decisions on the scope of adoption of blockchain for omnichannel healthcare.

This study explores the understudied area of challenges in omnichannel healthcare and the scope of blockchain for omnichannel healthcare in an emerging economy context.

Omnichannel retailing emphasises the interplay between channels to provide seamless customer experiences across shopping journeys but is challenging for retailers to implement. This research explores the necessary actions and dynamic capabilities needed of retailers to create, extend and modify the organisational resource base required for realising omnichannel retailing.

A qualitative exploratory design with in-depth interviews of Generation Z customers and retail firms was used to provide insights into the dynamic capabilities necessary for obtaining omnichannel retailing.

This research elaborates on the dynamic capabilities needed for omnichannel solutions related to (1) the underlying technology (i.e. develop an Enterprise Resource Planning (ERP) system and online store), (2) customer experience optimisation (i.e. develop product delivery, return routines, supply chain management, curated exhibitions, showrooms and pop-up stores), (3) internal and external collaboration (i.e. collaborate across business units, strengthening the core leadership team and collaborate and align with service ecosystem partners and (4) overall omnichannel functionality (i.e. establish a customer-oriented retail culture, and integrate marketing communication and customisation through data exploration).

This research enriches the retailing literature on omnichannel solutions and responds to the need for theoretical anchoring by applying the dynamic capability perspective to address actions useful for realising omnichannel retailing.

Omnichannel consumers are more proactive, engage in longer shopping journeys and share their experiences. However, their postpurchase behavioral responses remain understudied. This paper aims to examine how a seamless omnichannel environment can contribute to a more optimal shopping experience (flow state) and the subsequent impact on the likelihood of generating mixed (positive and negative) word of mouth (WOM).

A controlled experiment was conducted with 220 participants to test the proposed model based on the stimulus–organism–response (S-O-R) model and flow theory. The authors conducted an analysis of variance, two regression analyses and two mediation analyses to test the hypotheses.

The results confirm a positive direct effect of a seamless environment on consumers' flow state and a positive (negative) direct impact of flow on the likelihood of generating positive (negative) WOM. Additionally, the results suggest that flow mediates the effect of a seamless environment on WOM.

This study contributes to omnichannel and WOM literature by exploring the critical role of seamlessness in consumers' subjective experience (flow state) and postpurchase behaviors (mixed WOM). In conjunction with the relevant theoretical contributions, these findings also offer guidelines for practitioners to manage the seamless environment and mixed WOM in the omnichannel context.

This study explores the present state of research related to omnichannel retail, investigates retail's different sub-areas and suggests future research directions.

The subdomains of omnichannel retail have been identified using a keyword co-occurrence network (KCN) map and content analysis. The 5W1H method assisted in finding the bibliographies of 258 SCOPUS-indexed and ABDC-ranked journal articles and showcasing the omnichannel retail landscape.

Most research on omnichannel retail is concentrated on five subdomains: customer behaviour, channel integration, technological innovation, supply chain and operations and strategy. The study's conceptual framework illustrates the omnichannel retailing environment and the variables that must be considered whilst establishing an omnichannel strategic vision. Besides, future researchers have been urged to concentrate on interdisciplinary research, as a seamless experience is unachievable if focussed on a single subdomain.

There is a slight probability of missing out on some good articles as this study considered only those articles that have been published in SCOPUS and ranked by the ABDC quality list.

This study emphasises that for businesses to capitalise on the omnichannel model, the businesses must undergo a transformation involving technology convergence, customer-centricity and internal process reorganisation that integrates consumer feedback to co-create value. When a business adopts an omnichannel model, the business's priorities shift. Rather than depending solely on technology, faster delivery and channel integration, an omnichannel strategy requires strong leadership, a clear vision, training for all stakeholders and an understanding of customer pain points to reach the full potential.

The illustration of the omnichannel retail landscape using the 5W1H methodology and antecedents-decisions-outcomes (ADO) framework.

This study aims to integrate brand and retailer levels variables to examine the direct and indirect relationships between omnichannel retailing and consumer engagement.

Survey data are collected from a sample consumers of different omnichannel retailing brands operating in the skin care industry. Partial least squares structural equation modeling is utilized.

The study finds brand channels' integrated interactions (process and content consistency) to increase consumer brand engagement. Findings show retailer consumer empowerment to intensify the impact of omnichannel retailing on consumer engagement. Results also show brand channels' integrated interactions to increase consumer brand familiarity, which mediates the effect of omnichannel retailing on consumer engagement.

This study suggests that integrating brand- and retailer-level variables is vital to understand the effect of omnichannel retailing on consumer engagement. The study concludes that for successful omnichannel strategy, collaboration between brands and retailers is imperative.

This study investigates impulse buying as a consumer behaviour outcome in omnichannel retail through the stimulus-organism-response (S-O-R) theory. For such, the authors addressed convenience and channel integration as the stimuli, the relationship among consumer empowerment, trust, satisfaction, and perceived value as the organism, and impulse buying as the response.

An online survey was conducted with 229 customers of a Brazilian retailer that adopts the omnichannel strategy. Data were analysed by partial least squares structural equation modelling (PLS-SEM).

Channel integration and convenience had a positive influence on consumer empowerment which, in turn, influenced customer satisfaction and trust, producing direct and indirect effects on their perception of value relative to the retailer. In addition, impulsive buying was significantly influenced by perceived value.

The results indicate that retailers that use the omnichannel strategy need to be alert to the factors mentioned above. The study empirically demonstrates that investing in channel integration increases customer empowerment, which will significantly improve customer trust and satisfaction and, eventually, customer impulse buying from the retailer.

This work contributes to the literature on marketing and consumer behaviour by identifying factors that influence consumers' impulse buying behaviour in the context of omnichannel retail. It suggests that impulse buying may be a relevant variable to understand the reaction of consumers empowered by the integration of the marketing channels and the convenience offered to them in an omnichannel retail environment.