Dynamic capabilities in the realisation of omnichannel retailing

Abstract

Purpose 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. Design/methodology/approach 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. Findings 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). Originality/value 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.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 64 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.