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- Publisher Website: 10.1108/INTR-07-2022-0513
- Scopus: eid_2-s2.0-85173042374
- WOS: WOS:001069834100001
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Article: Why retail firms commonly get only halfway through channel integration with online channels
Title | Why retail firms commonly get only halfway through channel integration with online channels |
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Authors | |
Keywords | Case studies Channel integration COVID-19 Inter-channel communication Inter-channel competition Omni-channel management |
Issue Date | 26-Sep-2023 |
Publisher | Emerald |
Citation | Internet Research, 2023 How to Cite? |
Abstract | PurposeThis paper aims to examine why retail firms seldom achieve full integration of online and offline channels as prescribed in omni-channel literature. It examines the intermediate process of channel integration from an internal, operational perspective. Design/methodology/approachThis study is composed of two parts. In the first part, the authors interviewed informants from nine firms that were engaged in channel integration. In the second part, the authors conducted case studies with three firms from the cosmetics and skincare industry against the backdrop of the COVID-19 pandemic to find evidence to support or negate the propositions made in the first part. FindingsThe first part identified six operational challenges to channel integration. The authors categorized these challenges into two groups: inter-channel communication and inter-channel competition. Inter-channel competition carries more weight at the latter stage of integration. The authors also identified two antecedents that affect the seriousness of these challenges: heterogeneity among channels in business operation and external competitive pressure. In the second part, the authors found that both inter-channel communication and inter-channel competition were improved because of the external competitive pressure exerted by the COVID-19 pandemic. However, the heterogeneity of offline channels against online channels in business operation is a double-edged sword. Originality/valueThe study identifies the changing effects of the challenges of channel integration and their antecedents in the midst of integration. The positive influence of a specific dimension of channel heterogeneity against other channels increases and then decreases along channel integration. The identification of the changing effects lays the foundation for a finer stage model of channel integration. |
Persistent Identifier | http://hdl.handle.net/10722/337442 |
ISSN | 2023 Impact Factor: 5.9 2023 SCImago Journal Rankings: 1.819 |
ISI Accession Number ID |
DC Field | Value | Language |
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dc.contributor.author | Lee, Philip Tin Yun | - |
dc.contributor.author | Hui, Aki Pui Yi | - |
dc.contributor.author | Lui, Richard Wing Cheung | - |
dc.contributor.author | Chau, Michael | - |
dc.date.accessioned | 2024-03-11T10:20:54Z | - |
dc.date.available | 2024-03-11T10:20:54Z | - |
dc.date.issued | 2023-09-26 | - |
dc.identifier.citation | Internet Research, 2023 | - |
dc.identifier.issn | 1066-2243 | - |
dc.identifier.uri | http://hdl.handle.net/10722/337442 | - |
dc.description.abstract | <h3>Purpose</h3><p>This paper aims to examine why retail firms seldom achieve full integration of online and offline channels as prescribed in omni-channel literature. It examines the intermediate process of channel integration from an internal, operational perspective.</p><h3>Design/methodology/approach</h3><p>This study is composed of two parts. In the first part, the authors interviewed informants from nine firms that were engaged in channel integration. In the second part, the authors conducted case studies with three firms from the cosmetics and skincare industry against the backdrop of the COVID-19 pandemic to find evidence to support or negate the propositions made in the first part.</p><h3>Findings</h3><p>The first part identified six operational challenges to channel integration. The authors categorized these challenges into two groups: inter-channel communication and inter-channel competition. Inter-channel competition carries more weight at the latter stage of integration. The authors also identified two antecedents that affect the seriousness of these challenges: heterogeneity among channels in business operation and external competitive pressure. In the second part, the authors found that both inter-channel communication and inter-channel competition were improved because of the external competitive pressure exerted by the COVID-19 pandemic. However, the heterogeneity of offline channels against online channels in business operation is a double-edged sword.</p><h3>Originality/value</h3><p>The study identifies the changing effects of the challenges of channel integration and their antecedents in the midst of integration. The positive influence of a specific dimension of channel heterogeneity against other channels increases and then decreases along channel integration. The identification of the changing effects lays the foundation for a finer stage model of channel integration.</p> | - |
dc.language | eng | - |
dc.publisher | Emerald | - |
dc.relation.ispartof | Internet Research | - |
dc.rights | This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. | - |
dc.subject | Case studies | - |
dc.subject | Channel integration | - |
dc.subject | COVID-19 | - |
dc.subject | Inter-channel communication | - |
dc.subject | Inter-channel competition | - |
dc.subject | Omni-channel management | - |
dc.title | Why retail firms commonly get only halfway through channel integration with online channels | - |
dc.type | Article | - |
dc.identifier.doi | 10.1108/INTR-07-2022-0513 | - |
dc.identifier.scopus | eid_2-s2.0-85173042374 | - |
dc.identifier.isi | WOS:001069834100001 | - |
dc.identifier.issnl | 1066-2243 | - |