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The transition from multichannel to omnichannel retailing requires a better conceptualisation, especially for customer experience in smart shopping malls. Therefore, this study aims to propose a theoretical model that captures customers’ omnichannel experiences in smart shopping malls in terms of personal interaction, physical environment and virtual environment encounters. It examines the mediating role of flow experience on the relationship between the three types of encounters and customers’ intention to revisit smart shopping malls.

The study draws on four key theories: the service encounter model, trust-commitment theory, flow theory and experiential value theory. A total of 553 completed questionnaires were collected from customers (millennials) in the United Kingdom (UK). The data was analysed using partial least squares-structural equation modelling.

The findings show that physical environment encounters and personal interaction encounters play a significant role in customers’ omnichannel experiences in smart malls. Also, of significance are the following aspects of virtual environment encounters: interface design, personalisation, trust, privacy, consumer–peer interaction and relationship commitment. The findings highlight the significant mediating role of flow on the relationships between these three types of encounters and intention, and the effect of flow on omnichannel service usage in smart shopping malls.

The research contributes to the existing literature by proposing a conceptual model: the smart shopping mall omnichannel customer experience (SSMCE) model. The findings offer practical guidance to shopping malls and retailers who wish to enhance the customer omnichannel experience.

It seems that one of the major buzzwords of the late 1990s is “virtual”we have heard of virtual bookshops, virtual universities, virtual shopping malls, virtual offices and, of course, virtual reality. So is the virtual world simply a passing fad or is it something which is truly changing the way we live our lives and the way we work and communicate? Despite the proliferation of virtuality it is difficult to find a common definition of “virtual” which is applicable in all of its uses. We do believe, however, that the concept has real value when addressing the subject of organizational development; and as a concept it is not so much about managing in the sense of planning, controlling, directing and organizing, but more concerned with the notion of continuous or institutionalized change. This implies not management but a process which is both self‐regulatory and selfperpetuating.

E‐business is being heralded as the “new economy”. However, developments in the area of new online business‐to‐consumer (B2C) venture creation has been accompanied by varying degrees of success, and it is increasingly recognised that online venture creation does not materialise overnight. E‐business development typically follows an evolutionary cycle of initial experimentation with Internet technologies and the transformation of consumer propositions towards the creation of a commercially viable online presence. To enable entrepreneurs to negotiate this new business landscape, Netrepreneur simulates the initial start up phases of e‐business creation in the online economy. Through the modelling and electronic simulation of the e‐commerce environment, Netrepreneur aims to create a holistic understanding of the entrepreneurial process as well as encouraging participants to “learn by doing” in the simulated virtual world, instead of trial and error in the real e‐economy. This paper reviews the underpinning objectives for design conceptualisation, and the integration of the real and virtual business worlds within the netrepreneur system development. The latter section of the paper reports user survey responses collected from a questionnaire in two pilot investigations. The questionnaire collected information concerning acceptance, criticism and perceived learning achievement.

How fast will Internet shopping grow? Many retailers are currently developing a presence in the Internet shopping arena because they wish to be, and to be seen to be, at the forefront of technological innovation. Before electronic retailing takes a significant market share from traditional retailing there are a number of issues that need to be addressed. This article explores these issues in the context of food shopping and retailing. Current developments in Internet retailing and shopping and specifically in food retailing are reviewed.

Presents the findings of an empirical investigation of Internet shopping in Singapore. Specifically, Internet buying behaviour is compared between potential Internet buyers and non‐Internet buyers. It was found that the classification of different types of products and services will significantly influence the consumer choice between a retail store and Internet shopping mall. The types of products and services that are suitable for selling through the Internet are also identified. Generally, products and services that have a low outlay, are frequently purchased, have intangible value proposition, and relatively high on differentiation are more likely to be purchased via the Internet. Based on the analysis and results obtained from the study, some recommendations are presented to retailers who are interested in selling their products via the Internet.

The purpose of this paper is to present an integrated information systems–consumer behavior (IS-CB) model for e-shopping to examine the antecedents and consequences of e-shopping and usage behavior.

The study tests 320 usable responses collected from e-shoppers against the integrated model using structural equation modeling.

The main research results support the use of antecedents of e-shopping acceptance and usage by drawing from unified knowledge of IS and CB underpinnings. The findings show the significance of perceived value, social factors, perceived ease of use, perceived usefulness, entertainment gratification (EG), web irritation (WI), emotional state, and web atmospherics (WA) in the process of e-shopping.

The results suggest that e-retailers should establish positive perceived value in consumers’ minds and uphold trust to foster favorable attitudes and intentions toward e-shopping and actual e-shopping purchase. Proper and good construction of WA can lead to useful and easy-to-use e-shopping sites, EG, and minimization of WI. Capitalizing on online social influences also would be an advantage.

This paper bridges a gap in the studies of IS and CB, contributing to a more comprehensive understanding of the influence of IS and CB antecedents on acceptance and usage of e-shopping.

It is twenty‐five years ago that the primary network, from which Internet has evolved, was created by the US Department of Defence, when it laid down the Advanced Research Project Agency Network: ARPANet.

This paper aims to explore what organizational structural designs and strategies that organizations can seek to adopt so as to enable them to respond effectively to the post-COVID-19 environment conditions. It adopts the contingency theory, which asserts that organizational survival is dependent on the fit between organizational structures and contingencies. Furthermore, the paper applies Miles et al. (1978) typology of business strategy to study four strategic orientations that organizations can adopt in achieving better organizational performances.

A framework of six strategic orientation archetypes is proposed that can support organizations in re-thinking their organizational structural designs for building up and strengthening resilience during the COVID-19 pandemic. The authors explore the influence of transactional leadership and transformational leadership and organizational culture on the adoption of strategic orientation. In addition, the authors developed six propositions.

Organizations that have a prospector orientation tend to focus on creativity and innovation. Organizations that have a defender orientation tend to focus on reducing manufacturing and distribution costs and maintaining or improving product quality. Analyzers tend to be second-movers after prospectors making slower and fewer changes to their products.

To the authors’ best understanding, this study is one of the first to explore the interrelationship between organizational structures, situational factors and strategic orientation.