Search results

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 identify variables important to acceptance and use of advanced technologies by apparel retail employees and to recommend management strategies for effective technology integration in retail stores.

Current or past retail employees (N=71) were introduced to and given time to use three technologies – a 3D body scanner, product configurator, and social networking – in a laboratory setting using a within subjects design. A questionnaire measured participants’ perceptions of each technology in terms of usefulness, enjoyment, ease of use, task importance, technology self-efficacy – overall participant confidence in using new technology – and usage intent.

Results showed that employee's perceived usefulness of technology was a mediating influence on usage intent for all three technology types. Enjoyment also emerged as a significant mediator for 3D body scanning technology usage intent. Employees’ high self-efficacy scores corresponded to higher ratings for usefulness of each technology, suggesting that more technologically confident employees would be more likely to use the three types of technology presented in this study as part of their work.

The controlled environment of the laboratory setting may limit the generalizability of results to actual retail store settings. Future evaluations of technology usage in actual retail store environment involving both employees and customers are recommended.

This research explores the use of advanced in-store technologies from the perspective of apparel retail employees, applying the Technology Acceptance Model. It provides insight as to why employees accept and use innovative technologies that are relevant to their jobs and increase and enhance the points of contact between employees and customers. This knowledge of employee technology usage in the store environment could be used to improve job performance and job satisfaction – issues that often confront apparel retailers.

This article examines the direct influence of employee’s perceived organisational support (POS) on student loyalty (LOY), exploring the indirect roles of total quality management (TQM) and information communication technology adoption (ADT) and moderating roles of government support (GOS) and co-worker support (COS).

The article constructs a research model along with postulations by combining both empirical and theoretical literature in multidisciplinary fields.

This paper proposes that POS will be positively related to LOY, and this positive relationship will be positively mediated by TQM and ADT jointly and independently. Additionally, GOS and COS will positively moderate between POS and LOY.

This article offers suggestions for both academics and specialists in higher educational institutions for achieving LOY by applying POS, TQM and ADT as strategic tools. It also highpoints the crucial role of GOS and support from co-workers in achieving LOY. This paper lays the foundation for upcoming scholars to test this research model, empirically, in different higher educational institutions contexts worldwide.

By valuing contributions, caring about well-being and fulfilling the socio-emotional needs of employees, higher educational institutions stand the chance of achieving LOY via TQM and ADT. Additionally, POS can foster LOY under massive GOS and COS.

The article provides unique understandings into how TQM and ADT connect POS to LOY and how POS relates to LOY under varied levels of GOS and COS. It also highlights the theoretical contributions of the underpinning theories.

This paper aims to explore how omni-channel data flows should be integrated by specifying what data, omni-channel agents and information and digital technologies (IDTs) should be considered and connected.

A multiple case study method is used with 17 British companies. The studies are supported by 68 interviews with the case companies and their consumers, 5 site visits, 4 focus group meetings and the companies’ archival data and documentations.

This paper provides novel frameworks for omni-channel data flow integration from consumer and business perspectives. The frameworks consist of omni-channel agents, their data transactions and their supporting IDTs. Relatedly, this paper formalizes the omni-channel data flow integration in the forms of horizontal, vertical and total integrations and explores their contributions to the adaptability of omni-channel, as a complex adaptive system (CAS). It also discusses that how inter-organizational governance mechanisms can support data flow integration and their relevant IDT implementations.

The breadth and depth of the required IDTs for omni-channel integration prove the necessity for omni-channel systems to move toward total integration. Therefore, supported by CAS and inter-organizational governance theories, this research indicates how data flow integration and IDT can transform the omni-channel through self-organization and autonomy capability enhancement.

This research’s recommended frameworks provide a robust platform to formalize data flow integration as the omni-channel's core driver. Accordingly, it moves the literature from a basic description of “what omni-channel is” and provides a novel and significant debate on what specific data should be shared at what levels between which agents of the omni-channel, and with what type of relationship governance mechanism, to assure omni-channel horizontal, vertical and total integrations.

The purpose of this paper is to develop a better understanding of how the supply chain structure (i.e. degree of vertical integration) of a focal organization shapes the breadth of its portfolio of technologies.

In total, three case studies were conducted involving key players in the Australian mass grocery retail sector. Each had a distinct supply chain structure (i.e. totally vertically disintegrated, partially vertically integrated and totally vertically integrated). Each supply chain case study included manufacturers or suppliers, transport and logistics service providers, wholesalers/distributors, as well as the mass grocery retail organizations. Interviews with key personnel from these organizations and other relevant information informed the findings and conclusions.

The information technologies employed by the three focal case organizations and their extended trading partners varied in terms of level, type, complexity and sophistication. The authors highlight how the choice of supply chain technologies is affected by supply chain structure (extent of vertical integration). The authors found that disintegrated supply chain structures have a broader portfolio of technologies, whereas integrated supply chains have a narrow portfolio.

This study is confined to three organizations in the Australian mass grocery retail sector, so any extensions should be made with caution.

The framework presented in this study can guide organizations in assessing the appropriateness of their supply chain portfolios of technologies with the structure of their supply chains. For standard setting bodies, the findings of this study suggest that technologies need to be tailored to the requirements of the supply chains, with the level of vertical integration being one easy way to segment the supply chain types.

The study adapts and extends the “arcs of integration” framework. The propositions enhance the understanding of how supply chain structure, in the form of degree of vertical integration influences an organization’s supply chain portfolio of technologies.

Digital technology plays a vital role in empowering omnichannel integration. Research on digital technology has recently attracted attention and rapidly developed. However, a comprehensive assessment of the research status and potential gaps is yet to be conducted. Thus, this study investigated the current research status of digital technology-empowered omnichannel integration, and future research directions are proposed.

A three-stage bibliometric analysis was conducted on 764 articles published from 2000 to 2023, cited in the Web of Science database. Furthermore, performance and thematic analyses were performed.

The most productive contributors and influential articles in this field were identified, and four themes of focus were discovered: service quality, o2o commerce, omnichannel retailing, and digital transformation.

To the best of our knowledge, this work is the first attempt to enable researchers to understand the vast body of published scholarship on digital technology-empowered omnichannel integration.

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.

To investigate the integration process of retailer's information technology strategy within logistics strategy and to find out those aspects of the retailer's distribution and operational performance that are mostly influenced via that integration.

A qualitative case study methodology is used where the managers of the major domestic and multinational firms operating in the Greek food multiple retail market are interviewed. The integration process of the information technology and logistics strategies of these retail firms is linked to their relevant distribution and operational functions. Secondary data for the Greek food multiple retail sector are also employed.

The findings show that logistics and information technology strategies are developed and implemented in a parallel way by both local and multinational food multiple retailers in Greece. A financial ratio analysis carried out for these firms, suggests that multinational firms possess greater operational efficiency at both secondary and in‐store distribution operations compared to domestic firms, something that is largely attributed to their integration of logistics and information technology operations. Multinational firms' superior operational efficiency is also resulting in a higher profitability performance.

The paper proposes that a successful integration process between the logistics and the information technology functions seems to confer a competitive advantage upon retailers' distribution operations. The paper will assist retail managers and researchers responsible for the development of logistics and information technology strategies to understand that fully absorbed information technology and logistics strategies and operations will be rewarded with superior pecuniary and operational efficiency benefits.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.