Omnichannel-based value creation through the activation of business model themesa multi-case exploration of retail firms

  1. Katarina Knobel 1
  2. Ricardo Costa-Climent 1
  3. Darek M. Haftor 1
  1. 1 Uppsala University
    info

    Uppsala University

    Upsala, Suecia

    ROR https://ror.org/048a87296

Revista:
Esic market

ISSN: 0212-1867

Año de publicación: 2024

Volumen: 55

Número: 1

Tipo: Artículo

DOI: 10.7200/ESICM.55.329 DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Esic market

Resumen

Objective: This study investigates the impact of omnichannel practices in retail, driven by both the challenge of product commodification and the opportunities arising from digital technology adoption by consumers. The primary aim is to understand how these practices enhance customer purchase processes through seamless interactions across multiple channels and contribute to value creation. Methodology: Employing a qualitative multi-case study approach, the research examines 14 retailers to explore the implementation and outcomes of omnichannel practices. This methodology provides in-depth insights into the operational and strategic aspects of omnichannel retailing. Results: The study reveals that omnichannel practices contribute to value creation in four distinct themes: novelty, efficiency, complementarity, and lock-in. Contrary to the prevailing assumption in managerial orthodoxy that primarily associates omnichannel practices with efficiency, this research demonstrates that these practices can be leveraged in a more multifaceted manner. It also shows that activation of these value creation themes is not binary, as previously suggested, but varies in degrees and combinations. Practical Implications: Managers in the retail sector are advised to carefully consider which operational solutions to integrate into their omnichannel practices. This strategic selection should aim to activate a specific combination of value creation themes in a certain order and to a certain degree. The research is limited by its reliance on a qualitative approach and a relatively small sample size of 14 retailers. In the future, independent studies with large empirical and quantitative analyses should be done in order to confirm these insights.

Referencias bibliográficas

  • Ata, S., Arslan, H. M., Baydaş, A., & Pazvant, E. (2022). The effect of social media influencers’ credibility on consumer’s purchase intentions through attitude toward advertisement. ESIC Market, 53(1), e280-e280. https://doi.org/10.7200/ esicm.53.280
  • Adner, R., & Levinthal, D. (2001). Demand heterogeneity and technology evolution: implications for product and process innovation. Management science, 47(5), 611-628. https://doi.org/10.1287/mnsc.47.5.611.10482
  • Akter, S., Hossain, T. M. T., & Strong, C. (2021). What omnichannel really means? Journal of Strategic Marketing, 29(7), 567-573. https://doi.org/10.1080/096525 4X.2021.1937284
  • Akturk, M. S., Ketzenberg, M., & Heim, G. R. (2018). Assessing impacts of introducing ship-to-store service on sales and returns in omnichannel retailing: A data analytics study. Journal of Operations Management, 61, 15-45. https://doi. org/10.1016/j.jom.2018.06.004
  • Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic management journal, 22(6-7), 493-520. https://doi.org/10.1002/smj.187
  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108
  • Bashir, M., Alfalih, A., & Pradhan, S. (2022). Sustainable business model innovation: Scale development, validation and proof of performance. Journal of Innovation & Knowledge, 7(4), article 100243. https://doi.org/10.1016/j.jik.2022.100243
  • Behfar, K., & Okhuysen, G. A. (2018). Perspective-Discovery within validation logic: Deliberately surfacing, complementing, and substituting abductive reasoning in hypothetico-deductive inquiry. Organization Science, 29(2), 323-340. https:// doi.org/10.1287/orsc.2017.1193
  • Besanko, D., Dranove, D., Shanley, M., & Schaefer, S. (2010). Economics of Strategy (5th ed). Wiley.
  • Bourguignon, H., Gomes, R., & Tirole, J. (2019). Shrouded transaction costs: musttake cards, discounts and surcharges. International Journal of Industrial Organization, 63, 99-144. https://doi.org/10.1016/j.ijindorg.2018.10.004.
  • Brynjolfsson, E., Hu, Y. J., & Rahman, M. S. (2013). Competing in the age of omnichannel retailing. MIT sloan management Review, 54(4), 23-29. https:// sloanreview.mit.edu/article/competing-in-the-age-of-omnichannel-retailing/
  • Cai, Y. J., & Lo, C. K. (2020). Omni-channel management in the new retailing era: A systematic review and future research agenda. International Journal of Production Economics, 229, article 107729. https://doi.org/10.1016/j.ijpe.2020.107729
  • Cao, K., Xu, Y., Cao, J., Xu, B., & Wang, J. (2020). Whether a retailer should enter an e-commerce platform taking into account consumer returns. International Transactions in Operational Research, 27(6), 2878-2898. https://doi. org/10.1111/itor.12768
  • Chang, V., Xu, Q. A., Hall, K., Wang, Y. A., & Kamal, M. M. (2023). Digitalization in omnichannel healthcare supply chain businesses: The role of smart wearable devices. Journal of Business Research, 156, article 113369. https://doi. org/10.1016/j.jbusres.2022.113369
  • Costa Climent, R., Haftor, D. M., & Chowdhury, S. (2022). Value creation through omnichannel practices for multi-actor customers: an evolutionary view. Journal of Enterprising Communities: People and Places in the Global Economy, 16(1), 93-118. https://doi.org/10.1108/JEC-07-2021-0100
  • Cocco, H., & Demoulin, N. T. (2022). Designing a seamless shopping journey through omnichannel retailer integration. Journal of Business Research, 150, 461-475. https://doi.org/10.1016/j.jbusres.2022.06.031
  • Detwal, P. K., Soni G., Jakhar, S.K., Shrivastava, D. K., Madaan, J., Kayikci, Y. (2023). Machine learning-based techniques for predicting vendor incoterm (contract) in global omnichannel pharmaceutical supply chain. Journal Business Research, 158, article 113688. https://doi.org/10.1016/j.jbusres.2023.113688.
  • Diaz-Carrion, R., & Franco-Leal, N. (2021). Social and strategic innovation: Extending the varieties of capitalism to Asian countries. International Entrepreneurship and Management Journal, 18, 1453-1474. https://doi.org/10.1007/s11365-020-00740-4
  • Doz, Y., & Hamel, G. (1998). Alliance Advantage. Harvard Business Press.
  • Dvorsky, J., Kliestik, T., Cepel, M., & Strnad, Z. (2020). The influence of some factors of competitiveness on business risks. Journal of Business Economics and Management, 21(5), 1451-1465. https://doi.org/10.3846/jbem.2020.13440
  • Economides, N. (1996). The economics of networks. International journal of industrial organization, 14(6), 673-699. https://doi.org/10.1016/0167-7187(96)01015-6
  • Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of management journal, 50(1), 25-32. https:// doi.org/10.5465/amj.2007.24160888
  • Eisenhardt, K. M., Graebner, M. E., & Sonenshein, S. (2016). Grand challenges and inductive methods: Rigor without rigor mortis. Academy of management journal, 59(4), 1113-1123. https://doi.org/10.5465/amj.2016.4004
  • Fisher, M. L., Gallino, S., & Xu, J. J. (2019). The value of rapid delivery in omnichannel retailing. Journal of Marketing Research, 56(5), 732-748. https:// doi.org/10.1177/0022243719849940
  • Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of management, 43(1), 200-227. https://doi.org/10.1177/0149206316675927
  • Furquim, T. S. G., da Veiga, C. P., Veiga, C. R. P. D., & Silva, W. V. D. (2023). The Different Phases of the Omnichannel Consumer Buying Journey: A Systematic Literature Review and Future Research Directions. Journal of Theoretical and Applied Electronic Commerce Research, 18(1), 79-104. https://doi.org/10.3390/ jtaer18010005
  • Gao, W., Fan, H., Li, W., & Wang, H. (2021). Crafting the customer experience in omnichannel contexts: The role of channel integration. Journal of Business Research, 126, 12-22. https://doi.org/10.1016/j.jbusres.2020.12.056.
  • Gregory, R. W., Henfridsson, O., Kaganer, E., & Kyriakou, H. (2021). The role of artificial intelligence and data network effects for creating user value. Academy of management review, 46(3), 534-551. https://doi.org/10.5465/amr.2019.0178
  • Guest, G., Namey, E., & Chen, M. (2020). A simple method to assess and report thematic saturation in qualitative research. PloS one, 15(5), article e0232076. https://doi.org/10.1371/journal.pone.0232076
  • Gulati, R., Nohria, N., & Zaheer, A. (2000). Strategic networks. Strategic Management Journal, 21(3), 203-215. https://doi.org/10.1002/ (SICI)1097-0266(200003)21:3<203::AID-SMJ102>3.0.CO;2-K
  • Haftor, D. M., & Climent, R. C. (2021). CO2 reduction through digital transformation in long-haul transportation: Institutional entrepreneurship to unlock product-service system innovation. Industrial Marketing Management, 94, 115- 127. https://doi.org/10.1016/j.indmarman.2020.08.022
  • Haftor, D. M., & Climent Costa, R. (2023). Five dimensions of business model innovation: A multi-case exploration of industrial incumbent firm’s business model transformations. Journal of Business Research, 154, article 113352. https://doi. org/10.1016/j.jbusres.2022.113352
  • Haftor, D. M., Climent, R. C., & Lundström, J. E. (2021). How machine learning activates data network effects in business models: Theory advancement through an industrial case of promoting ecological sustainability. Journal of Business Research, 131, 196-205. https://doi.org/10.1016/j.jbusres.2021.04.015
  • Hansen, R., & Sia, S. K. (2015). Hummel’s digital transformation toward omnichannel retailing: key lessons learned. MIS Quarterly Executive, 14(2), 51-66. https:// search-ebscohost-com.ezproxy.its.uu.se/login.aspx?direct=true&db=bth&AN= 102933798&site=ehost-live
  • Katz, M. L., & Shapiro, C. (1985). Network externalities, competition, and compatibility. The American economic review, 75(3), 424-440. https://www.jstor.org/ stable/1814809
  • Kazancoglu, I., & Aydin, H. (2018). An investigation of consumers’ purchase intentions towards omni-channel shopping: A qualitative exploratory study. International Journal of Retail & Distribution Management, 46(10), 959-976. https:// doi.org/10.1108/IJRDM-04-2018-0074
  • Kela-Madar, N. (2021). Navigating through creativity and innovation paths: waze navigation application case study. Journal of Entrepreneurship Education, 24(6), 1-12.
  • Kim, S., Connerton, T. P., & Park, C. (2022). Transforming the automotive retail: Drivers for customers’ omnichannel BOPS (Buy Online & Pick up in Store) behavior. Journal of Business Research, 139, 411-425. https://doi.org/10.1016/j. jbusres.2021.09.070
  • Kliestik, T., Valaskova, K., Lazaroiu, G., Kovacova, M., & Vrbka, J. (2020). Remaining financially healthy and competitive: The role of financial predictors. Journal of Competitiveness, 12(1), 74-92. https://doi.org/10.7441/joc.2020.01.05
  • Kulins, C., Leonardy, H., & Weber, C. (2016). A configurational approach in business model design. Journal of Business Research, 69(4), 1437-1441. https://doi. org/10.1016/j.jbusres.2015.10.121
  • Lim, S. F. W., & Srai, J. S. (2018). Examining the anatomy of last-mile distribution in e-commerce omnichannel retailing: A supply network configuration approach. International Journal of Operations & Production Management, 38(9), 1735- 1764. https://doi.org/10.1108/IJOPM-12-2016-0733
  • Leppänen, P., George, G., & Alexy, O. (2021). When Do Novel Business Models Lead to High Firm Performance? A Configurational Approach to Value Drivers, Competitive Strategy, and Firm Environment. Academy of Management Journal, 66(1), 164-194. https://doi.org/10.5465/amj.2020.0969
  • Locke, K. (2011). Looking for what we have a case of. Qualitative Research in Organizations and Management: An International Journal, 6(1). https://doi. org/10.1108/qrom.2011.29806aaa.003
  • Luo, X., Cao, D., Tjahjono, B., & Adegbile, A. (2022). Business model innovation themes of emerging market enterprises: Evidence in China. Journal of Business Research, 139, 1619-1630. https://doi.org/10.1016/j.jbusres.2021.10.080
  • Massa, L., Tucci, C. L., & Afuah, A. (2017). A critical assessment of business model research. Academy of Management Annals, 11(1), 73-104. https://doi. org/10.5465/annals.2014.0072
  • McGahan, A. M., & Porter, M. E. (2002). What do we know about variance in accounting profitability? Management Science, 48(7), 834-851. https://doi. org/10.1287/mnsc.48.7.834.2816
  • Mishra, R., Singh, R. K., & Koles, B. (2021). Consumer decision-making in Omnichannel retailing: Literature review and future research agenda. International Journal of Consumer Studies, 45(2), 147-174. https://doi.org/10.1111/ ijcs.12617
  • Modina, M., Capalbo, F., Sorrentino, M., Ianiro, G., & Khan, M. F. (2023). Innovation ecosystems: a comparison between university spin-off firms and innovative start-ups. Evidence from Italy. International Entrepreneurship and Management Journal, in print. https://doi.org/10.1007/s11365-023-00857-2
  • Nyagadza, B. (2022). Sustainable digital transformation for ambidextrous digital firms: a systematic literature review and future research directions. Sustainable Technology and Entrepreneurship, 1(3), 100020. https://doi.org/10.1016/j. stae.2022.100020
  • Ogunrinde, A. (2022). The Effectiveness of Soft Skills in Generating Dynamic Capabilities in ICT companies. ESIC Market, 53(3), e286-e286. https://doi. org/10.7200/esicm.53.286
  • Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 16(1), 1. https://doi.org/10.17705/1CAIS.01601
  • Parayre, R. (1995). The strategic implications of sunk costs: A behavioral perspective. Journal of Economic Behavior & Organization, 28(3), 417-442. https://doi. org/10.1016/0167-2681(95)00045-3
  • Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). Platform revolution: How networked markets are transforming the economy and how to make them work for you. WW Norton & Company.
  • Piotrowicz, W. & Cuthbertson, R. (2014). Introduction to the special issue information technology in retail: toward omnichannel retailing. International Journal of Electronic Commerce, 18(4), 5-16. https://doi.org/10.2753/ JEC1086-4415180400
  • Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.
  • Reim, W., Yli-Viitala, P., Arrasvuori, J., & Parida, V. (2022). Tackling business model challenges in SME internationalization through digitalization. Journal of Innovation & Knowledge, 7(3), article 100199. https://doi.org/10.1016/j. jik.2022.100199
  • Ruzekova, V., Kittova, Z., & Steinhauser, D. (2020). Export performance as a measurement of competitiveness. Journal of Competitiveness, 12(1), 145-160. https:// doi.org/10.7441/joc.2020.01.09
  • Schumpeter, J. A. (1934). The theory of economics development: An inquiry into profits, capital, credit, interest, and the business cycle. Harvard University Press.
  • Sheremata, W. A. (2004). Competing through innovation in network markets: strategies for challengers. Academy of Management Review, 29(3), 359-377. https:// doi.org/10.5465/amr.2004.13670986
  • Sohl, T., Vroom, G., & Fitza, M. A. (2020). How much does business model matter for firm performance? A variance decomposition analysis. Academy of Management Discoveries, 6(1), 61-80. https://doi.org/10.5465/ambpp.2015.11598abstract
  • Suh, T., & Lee, S. B. (2023). Configuring managerial factors to enhance omnichannel experience and customer engagement behaviors for a solid loyalty loop. Electronic Commerce Research, 23, 1591-1619. https://doi.org/10.1007/ s10660-022-09661-6
  • Taylor, D., Brockhaus, S., Knemeyer, A. M., & Murphy, P. (2019). Omnichannel fulfillment strategies: defining the concept and building an agenda for future inquiry. The International Journal of Logistics Management, 30(3), 863-891. https://doi.org/10.1108/IJLM-09-2018-0223
  • Tavory, I., & Timmermans, S. (2014). Abductive analysis: Theorizing qualitative research. University of Chicago Press.
  • Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2-3), 172-194. https://doi.org/10.1016/j.lrp.2009.07.003
  • Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. https://doi.org/10.1002/ (SICI)1097-0266(199708)18:7%3C509::AID-SMJ882%3E3.0.CO;2-Z
  • Verhoef, P. C., Kannan, P. K. & Inman, J. J. (2015). From multi-channel retailing to omnichannel retailing: introduction to the special issue on multi-channel retailing. Journal of Retailing, 91(2), 174-181. https://doi.org/10.1016/j.jretai.2015.02.005
  • Voigt, K. I., Buliga, O., Michl, K., Voigt, K. I., Buliga, O., & Michl, K. (2017). Passion for music: The case of Spotify. Business Model Pioneers: How Innovators Successfully Implement New Business Models, 143-155. https://doi. org/10.1007/978-3-319-38845-8
  • Wang, C., Fang, Y., & Zhang, C. (2022). Mechanism and countermeasures of “The Innovator’s Dilemma” in business model. Journal of Innovation & Knowledge, 7(2), article 100169. https://doi.org/10.1016/j.jik.2022.100169
  • Walton, N. (2012). ‘Four-Closure’: How Amazon, Apple, Facebook & Google are driving business model innovation. In 2012 International Conference on Innovation Management and Technology Research (pp. 97-101). IEEE. https:// doi.org/10.1109/ICIMTR.2012.6236368
  • Williamson, O. E. (1975). Markets and Hierarchies, Analysis and Antitrust Implications: A study in economics of internal organization. University of Illinois at Urbana-Champaign’s Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship. https://ssrn.com/abstract=1496220
  • Williamson, O. E. (1979). Transaction cost economics: the governance of contractual relations. Journal of Law and Economics, 22(2), 233-261. https://doi. org/10.1086/466942
  • Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business Models: Origin, Development and Future Research Perspectives. Long Range Planning, 49(1), 36-54. https://doi.org/10.1016/j.lrp.2015.04.001
  • Xie, X., Han, Y., Anderson, A., & Ribeiro-Navarrete, S. (2022). Digital platforms and SMEs’ business model innovation: Exploring the mediating mechanisms of capability reconfiguration. International Journal of Information Management, 65, article 102513. https://doi.org/10.1016/j.ijinfomgt.2022.102513
  • Zott, C. & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18(2), 181-199. https://doi.org/10.1287/ orsc.1060.0232
  • Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019-1042. https://doi. org/10.1177/0149206311406265
Fuente de los datos: Dialnet