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IJRDM
51,7 Omnichannel retailing: exploring
future research avenues
in retail marketing
894 and distribution management
Received 5 August 2022 Neha Sharma and Nirankush Dutta
Revised 19 September 2022
7 February 2023 Department of Management, Birla Institute of Technology and Science, Pilani, India
16 February 2023
17 March 2023
Accepted 21 April 2023 Abstract
Purpose – This study explores the present state of research related to omnichannel retail, investigates retail’s
different sub-areas and suggests future research directions.
Design/methodology/approach – 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.
Findings – 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.
Research limitations/implications – 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.
Practical implications – 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.
Originality/value – The illustration of the omnichannel retail landscape using the 5W1H methodology and
antecedents-decisions-outcomes (ADO) framework.
Keywords Omnichannel retailing, Customer behaviour, Channel integration, Technology,
Bibliometric analysis, Systematic literature review
Paper type Literature review

Introduction
The term “omnichannel retail model” is not as uncommon anymore. With the spread of the
coronavirus disease 2019 (COVID-19), businesses were required to shift to an omnichannel
retail model due to an unanticipated shutdown of physical stores. Even customers embraced
this model. Before the outbreak of COVID-19, customers who were worried about the privacy
and security risks inherent to online shopping became increasingly comfortable with both
offline and online shopping channels. Consequently, they developed more expectations from

Funding information: This research received no specific grant from any funding agency in the public,
International Journal of Retail & commercial or not-for-profit sectors.
Distribution Management Data availability statement: The data that support the findings of this study are available from the
Vol. 51 No. 7, 2023
pp. 894-919 corresponding author, upon reasonable request.
© Emerald Publishing Limited Conflict of interest statement: The authors declare that there are no conflicts of interest attached with
0959-0552
DOI 10.1108/IJRDM-05-2022-0166 this manuscript.
businesses, e.g. a unified buying experience across channels, fast delivery, sustainability, Omnichannel
better convenience and more adaptability. marketing
Thus, businesses are working to create consistent customer experiences across
channels to keep up with the rapid rate of change in customer behaviour. They are
integrating numerous touchpoints with their organisational functions, such as inventory
and customer service (online and offline). They have also implemented different shipping
models, like buy-online-pickup-in-store (BOPS) and buy-online-return-in-store (BORS), to
make the purchase and return more effortless and flexible for customers. Accordingly, 895
companies have put effort into training employees to work cross-departmentally to create a
unified experience.
Academicians have tried to look at the model from different angles. They have examined
various variables that encourage customers to shop across channels and the impact of those
on their purchase intention, loyalty or patronage intention etc. In addition, shipment models,
such as BOPS and BORS, which retailers are implementing to provide customers ease and
flexibility, have been investigated. Researchers have also examined the impact of interactive
technologies to offer an omnichannel experience. They have shown how technologies like
augmented reality (AR) and artificial intelligence (AI) can bridge the gap between online and
offline shopping. They investigated customers’ intentions to use these technologies and the
benefits and drawbacks of these technologies on customer purchasing behaviour. As a result,
the existing literature contains a wealth of quantitative and qualitative research with diverse
research prospects for future scholars.
Thus, academics have attempted to simplify this extensive literature by conducting
exhaustive evaluations. Before COVID-19, they either looked at logistics and supply chain
challenges (Kembro et al., 2018; Melacini et al., 2018; Taylor et al., 2019) or gave a
framework for effective omnichannel management (Cai and Lo, 2020). After that,
researchers reviewed available literature on consumer behaviour (Mishra et al., 2020), the
role of technology (Verhoef, 2021) and marketing (Nguyen et al., 2022) and strategy
formulation from the perspective of omnichannel retail (Asmare and Zewdie, 2022).
Alternatively, Salvietti et al. (2022) comprehensively analysed omnichannel retail, dividing
studies into three broad clusters. These studies provided significant insights, but their
scope was limited since they were either too tightly focussed on a specific subdomain or too
broadly analysed to portray the omnichannel retail environment. Consequently, it is
essential to paint a picture of the omnichannel retail landscape that illustrates how
customers, technology, channel integration, and the supply chain are interconnected so
that managers can strategise the various variables of each of these elements to create
seamless omnichannel experiences.
In this literature review, we have sought to classify the existing research and identify the
essential factors, dimensions and impediments affecting the operational flow of the
omnichannel model. The conceptualisation of the omnichannel model with all its subdomains
has been done using a network visualisation map (van Eck and Waltman, 2021) and content
analysis of 258 journal articles. It will guide future researchers that subdomains of the
omnichannel retail model work in tandem and not in isolation, which factors within different
subdomains to focus on and how future inter-subdomain studies might be undertaken. In
addition, the 5W1H methodology will illustrate the bibliographic analysis of chosen SCOPUS
and ABDC-indexed articles.

Objective of research
As COVID-19 impacted brick-and-mortar retailing, omnichannel retailing became a viable
option. It encouraged offline businesses to go online, allowing them to utilise their inventory,
cut losses and retain customers. Thus, a complete understanding of the omnichannel retail
IJRDM model and its subdomains and interconnections is required. Nevertheless, despite a solid
51,7 understanding of the various facets of omnichannel retailing, the existing literature
evaluations needed further modification. Hence, we attempted to bridge those gaps by
formulating the following objectives for this research:
(1) To conceptualise omnichannel retailing with its subdomains and
(2) To find research gaps related to omnichannel retailing to identify future research
896 avenues.
We believe these objectives will benefit academics and business practitioners by giving a
concise summary and associated implications of key omnichannel retailing research.

Research methodology
We followed a systematic approach to analyse omnichannel retailing in depth. The SCOPUS
database was queried for scholarly peer-reviewed journal articles published between 2011,
when Rigby (2011) introduced the omnichannel retail concept to the business world for the
first time, till the year of our research, 2022, thereby spanning 12 years. The retrieved dataset
was used to generate a keyword network co-occurrence (KCN) map using VOSviewer 1.6.15.
It helped identify the subdomains of omnichannel retailing validated by content analysis and
inter-rater reliability test.
The methodology of this research consisted of three stages: (1) Literature Search, (2) Paper
Selection (3) Analytical report of Omnichannel retailing based on the 5W1H approach
(Lim, 2020).

Literature Search
We combed the SCOPUS database for peer-reviewed scientific articles from 2011 through
2022. Using the abstract, title and keyword filters, a search for “Omni channel,” “Omni-
channel,” and “Omnichannel” returned 1,142 journal articles, conference proceedings, book
chapters and lecture notes. Then, we refined our search by combining “Omni channel” or
“Omni-channel” with “retail” or “Retail” or “retailing” or “Retailing,” which reduced articles
to 676.
The bibliography of these 676 results was then extracted from the database to generate a
KCN map using Vosviewer 1.6.15. It was drawn to comprehend the interrelationships of
various keywords with omnichannel retailing. Each node in a KCN map represents a keyword
and each link between nodes indicates the co-occurrence of two keywords (Radhakrishnan
et al., 2017), whilst the thickness of these lines represents a more robust connection (Chen et al.,
2016). The KCN map generated 183 keywords that appeared five times or more in the dataset
of 676 articles. The network of 183 keywords was too intricate to comprehend their
relationships. Thus, we consolidated small clusters of five keywords using the “merge”
feature of Vosviewer. In addition, we restricted network visualisation to keywords with at
least one weighted link strength, which produced five clusters containing 97 keywords (van
Eck and Waltman, 2014). Figure 1 represents keywords with the highest strength, whereas
Table 1 has the complete list of 97 keywords, as the KCN map does not depict all keywords of
each cluster.
Customer behaviour, channel integration, supply chain management, information
systems and channel strategies have the strongest weighted relationship with
omnichannel retailing, as shown by the large circles and thick lines in Figure 1. In
addition, the colours of these connecting links represent the unique clusters to which these
keywords have been assigned. We subsequently labelled the clusters in Table 1 based on the
keywords and cues from existing literature.
 Omnichannel
marketing

897

Figure 1.
KCN map of five
clusters of related
keywords of
omnichannel retailing

Furthermore, we reran the query on the SCOPUS database for a comprehensive search. In this
search, we combined the phrase “omnichannel retailing” with the most heavily weighted
keywords returned by Vosviewer 1.6.15, including “supply chain,” “consumer behaviour,”
“channel integration,” “strategy,” and “technology innovation.” This search added 100
articles to the previous list, totalling 776.

Paper selection
The preceding 776 publications were screened using Newbert’s (2007) criterion. Seven
hundred thirty-five journal articles, conference proceedings, book chapters and lecture notes
published in English were selected from 776 publications. These results were then filtered by
business management subject, giving 531 scholarly journal articles, book chapters and
lecture notes. From 531 publications, 435 peer-reviewed journal articles-either published or
forthcoming-were included. Then, 300 journal articles were selected based on the ranking of
the ABDC Journal quality list. This final group of 300 journal articles was subsequently
examined for duplication. After eliminating 42 duplicates, we were left with 258 journal
articles.

Analytical report of omnichannel retailing based on the 5W1H approach

As we reviewed the manuscripts, we categorised them according to their author-specified
themes, the authors’ keywords, our understanding of the abstracts and conclusions of these
studies and cues from different literature review papers on various subdomains of
omnichannel retailing.
IJRDM Customer Technological Channel
51,7 Supply chain behaviour innovation integration Strategy

Business model Purchase Big data Digital marketing Cross-channel

intention integration
Digitalisation Customer Business modeling Channel Electronic
engagement management commerce
898 Distribution Customer loyalty Competition Cross-channel Omnichannel
channel integration retailing
Freight transport Customer journey Data mining Channel Omnichannel
integration marketing
Mobile commerce Customer Digital Digital Retail stores
experience transformation technologies
Omnichannel Loyalty Integer E-commerce Social media
programming
Supply chain Omnichannel Machine learning Inventory Omni-channel
retailing management retailing
Supply chain Perception Information Mobile commerce Omnichannel
management management management
Sustainability Decision-making Information Purchase intention Omni-channel
systems strategy
Sustainable Perceived risk Optimisation Channel Game theory
development management
Technology Perceived value Innovation Covid-19 Strategic approach
adoption
Last mile Satisfaction Internet of things Integrated order Strategy
fulfillment
Logistics Shopping activity Supply chain Product returns Pricing strategy
integration
Pickups Showrooming Augmented reality Profitability Pricing
Vehicle routing Touchpoints Artificial Channel Price dynamics
intelligence integration quality
Stochastic systems Webrooming Decision support Physical stores
system
Retail operations Technology Information
adoption systems
Service quality Customer Innovation
preference
Warehousing Consumption Retail supply chain
behavior
Logistics service Sales
quality
Ships
Table 1. Supply chain
Keyword clusters Source(s): Table given by author

(1) Cluster 1 was designated “supply chain and operations” based on Raza and
Govindaluri (2021) and Hubner et al.’s (2022), de Borba et al.’s (2020), Galipoglu et al.’s
(2018) and Melacini et al.’s (2018) literature reviews on the omnichannel supply chain.
The fact that these reviews addressed the keywords “business models, supply chain,
and digitalisation” gives credibility to our decision to refer to it as “supply chain and
operations.” Also, Davis-Sramek et al. (2020)’s article on the omnichannel supply
chain, which discusses the transformation of the business model for omnichannel
order fulfilment, confirms that the keywords “business model, digitalisation, and
supply chain” belong in cluster 1. Besides, other supply chain-related keywords, such
 as freight transport, distribution system and fulfilment, support naming this cluster Omnichannel
as “supply chain and operations.” marketing
(2) Cluster 2 is designated as “customer behaviour.” The naming of this cluster was
influenced by research on omnichannel customer behaviour. In their review article,
Mishra et al. (2020) and Salvietti et al., (2022) discussed the keywords “purchasing
behaviour, customer experience, and purchase intention” under customer behaviour,
whereas Sahu et al. (2021) examined showrooming and webrooming as omnichannel 899
customer behaviour, thus validating the cluster’s name.
(3) Cluster 3 was named “Technological innovation” because Verhoef (2021) analysed the
omnichannel literature focussing on the technological aspects that enhance the
customer experience. These aspects include using technologies such as AR to allow
customers to try products virtually and AI to automate and personalise the retail
experience (Asmare and Zewdie, 2022). This cluster contains evidence of these terms,
which verifies the cluster’s naming.
(4) Cluster 4 was titled “Channel integration”. Cao and Li (2018) provided a conceptual
model of cross-channel integration, incorporating all keywords of this cluster.
Salvietti et al. (2022) addressed cross-channel integration’s technological,
organisational and relational aspects. Furthermore, Manser Payne et al. (2017) and
Nguyen et al. (2022) emphasised the importance of channel integration to establish an
integrated marketing communication, covering the keywords “cross-channel
integration,” “digital marketing,” and “digital technology.”
(5) Cluster 5 was titled “Omnichannel strategy” because its keywords were related to
targeting marketing, fulfilment nodes and touchpoints throughout the customer’s
purchase journey (Yrj€ol€a et al., 2018b). Additionally, Cai and Lo (2020) and Salvietti
et al. (2022) characterised this cluster as an omnichannel strategy, including the
keywords cross-channel pricing and promotions, customer communication and
marketing research.
(6) “Omnichannel Generic” represents the remaining articles that deal conceptually with
Omnichannel retailing (shown in Appendix 2).
After classifying 258 articles, we conducted an inter-rater reliability test to confirm
agreement amongst raters. A kappa score of 0.90 (Figure 2) indicated that the level of the
agreement exceeds random chance. Later, the raters placed the articles in a category they had
previously objected to.
As depicted in Figure 3, we identified abundant research on omnichannel customer
behaviour and supply chain and operations. However, supply chain and operations-related

Symmetric Measures
Asymptotic Approximate
Standardized Tb Approximate
Value Errora Significance
Measure of Agreement Kappa 0.901 0.021 29.030 0.000
N of Valid Cases 258 Figure 2.
Inter-rater reliability
a. Not assuming the null hypothesis test result to check the
b. Using the asymptotic standard error assuming the null hypothesis confirmation of raters’
agreement
Source(s): Figure courtesy by author
IJRDM
51,7

900
Figure 3.
Distribution of articles
based on identified
subdomains of
Omnichannel retailing

studies declined after 2020, as shown in Figure 4. Technology-related publications increased

in 2019, fell slightly during the epidemic year of 2020 and then regained lost interest in 2021.
Furthermore, researchers demonstrated higher interest in investigating developing
omnichannel strategies in 2020, focussing on dynamic pricing, omnicoupons and integrated
marketing for manufacturers and retailers (Figure 4). Besides, the number of publications in
channel integration increased following a steep decline until 2020 (Figure 4).

Distribution of peer-reviewed journal articles year-wise

Figure 5 shows a rise in Omnichannel retailing studies since 2014.75% of Omnichannel
articles were published after 2018. Furthermore, 2021 has the maximum number of published
articles on Omnichannel retailing. The year 2022 represents all publications published till
June 2022.

Classification of selected peer-reviewed journal articles based on ABDC journal quality list
Figure 6 displays the classification and overall quality of the 258 journal articles selected for
this literature review using the ABDC journal quality list.

Who published most

Hubner and Wollenberg are the authors with the most publications on omnichannel retailing,
with Hubner having published fifteen articles and Wollenberg having seven, as represented
in Figure 7.

Journals of publications
After analysing the quality of peer-reviewed papers, we examined their publication venues.
Figure 8 depicts the top 10 publication outlets for Omnichannel articles. Most articles on
Omnichannel retailing have been published in the International Journal of Retail and
Distribution Management and the Journal of Retailing and Customer Services. Appendix I
contains a comprehensive listing of all publications containing articles on omnichannel
retailing.

Research approach and methods

Figure 9 uncovered a significant number of quantitative studies in omnichannel retailing.
Qualitative studies are almost half in number compared to quantitative studies, whilst mixed-
 Omnichannel
marketing

901

Figure 4.
Distribution of themed
articles year-wise

Figure 5.
Year-wise distribution
of articles

method studies are rare. Thus we feel that there are additional requirements for qualitative
and mixed-method studies.

How did we discover, and why do we suggest?

The advent of omnichannel retailing reflects customers’ changing needs for convenience,
reliability and affordability. Customers are driven to use numerous channels or switch
between pre- and post-purchase dependent on the circumstances, which can be time
constraints, the need for variety, the location of the shopping, or their ability to utilise
different channels or absorb advertising communication, amongst others (Wolf and Steul-
Fischer, 2022). Bell et al., (2014) developed an information-fulfilment matrix (Figure 10) to
eliminate friction in consumers’ purchase journeys by providing information and fulfilment
tailored to their requirements and attributes.
This information-fulfilment matrix inspired the industry and researchers to work on
understanding customers’ behaviour and usage of information technology to integrate
different selling, marketing and order fulfilment channels to bring the idea of the hybrid
IJRDM
51,7

902

Figure 6.
Categorisation of
Articles based on
ABDC journal category

Figure 7.
Ten most prolific
authors

offering of information and order fulfilment into reality. Thus, the extant literature on
omnichannel retailing focusses on customer behaviour, channel integration, supply chain,
technological innovation and the strategic planning of channel configuration, pricing and
promotions. Furthermore, recent literature reviews undertaken by various authors on these
subdomains corroborate the assertion that omnichannel retailing encompasses these
subdomains.
Mishra et al. (2020) provided a synopsis of various studies aimed at comprehending the
cognitive processes of customers, generating diverse attitudes, emotions and behavioural
outcomes. Wolf and Steul-Fischer (2022) looked at the different studies examining customers’
selection of different channels in an omnichannel environment, whereas Sahu et al. (2021)
reviewed showrooming and webrooming studies.
Furthermore, Raza and Govindaluri (2021), Hubner et al. (2022), Galipoglu et al. (2018) and
Melacini et al. (2018) reviewed the omnichannel supply chain as a separate subdomain,
addressing challenges associated with e-fulfilment and distribution in the retail sector. They
found that demand forecasting, inventory management and return policy considerations
 Omnichannel
marketing

903

Figure 8.
Top ten journals

Figure 9.
Distribution of
research articles
methodology-wise

need more attention from researchers. In contrast, de Borba et al. (2020) identified
impediments to the effective operation of omnichannel retail return channels. Taylor et al.
(2019) outlined the necessity to explore channel integration with omnichannel fulfilment,
marketing and delivery.
Simultaneously, Cao and Li (2018) and Salvietti et al. (2022) emphasised different
technological, organisational and relational components to achieve cross-channel integration.
Manser Payne et al. (2017) and Nguyen et al. (2022) discussed cross-channel integration from a
marketing perspective to emphasise the significance of integrated and personalised
marketing to build a community and increase “customer engagement.”
Furthermore, technological innovation is essential for attaining total integration to
provide a seamless experience and streamline operations (Verhoef, 2021). Technological
innovation helps retailers improve their customers’ shopping experiences by letting them
experience products from the comfort of their homes. This lowers the customers’ perceived
risk, increases the likelihood of a purchase and allows businesses to collect customer
information to personalise offerings and expedite product delivery (Asmare and
Zewdie, 2022).
IJRDM
51,7

904

Figure 10.
The information and
fulfilment matrix

Correspondingly, Salvietti et al. (2022) and Cai and Lo (2020) emphasised developing an
omnichannel strategy. They highlighted considering customer heterogeneity whilst
targeting differential pricing or promotions and fulfilment nodes along the buying journey
to gain a competitive advantage and strengthen customer relationships (Yrj€ol€a et al., 2018a).
Meanwhile, other studies highlighted the importance of building business logic between
online and offline channels so that they can complement one another, facilitate seamless data
flow to maximise purchase or repurchase intention and minimise potential performance risks
(Djofack et al., 2021).
Adopting an omnichannel model requires visionary leadership to eliminate walled thinking
and adapt to new circumstances. The implementation process is fraught with business
difficulties, such as volatile customer behaviour, logistical transformation and the need for
real-time stock information (inventory integration). Moreover, a robust information technology
(IT) infrastructure is required to manage data for enhanced business intelligence and to link
real-time data for smooth offline-online or online-offline switching (Barbosa and Casais, 2022).
Thus, we conceptualised the omnichannel model in Figure 11, depicting various characteristics,
including dimensions, drivers and barriers.

Customer behaviour
Customer behaviour concerning omnichannel retailing has a vast collection of quantitative and
qualitative studies. All the studies related to customer behaviour in omnichannel retailing are
mentioned in Appendix 3. Even though existing studies have explored numerous facets of
omnichannel customer behaviour, the conclusions are country-specific because of variances in
the rate of technology adoption, culture and macro and micro environmental factors between
regions. They are, therefore, not generalisable and call for further research.
 For instance, Schrage et al. (2022) confirmed the positive relationship between attitude and Omnichannel
customers’ intention to use location-based retail apps in Germany. However, they observed marketing
that privacy and spam concerns stopped individuals from creating a favourable image of the
apps. Furthermore, van Nguyen et al. (2022) identified three reasons for switching channels:
minimum channel lock-in, cross-channel harmony and attributed-based decision-making.
Nevertheless, additional research can be done to quantify these aspects to enhance
omnichannel retailers’ strategies to optimise the customer experience and retain customers.
Also, the influence of customer co-creation behaviour, customer response and experiential 905
customer values on customer satisfaction profiles need to be examined. They suggested that
customers in different segments value various factors differently. Thus, businesses must
adopt an approach that reduces the dissatisfaction causing customers to abandon the journey
(Tueanrat et al., 2021).
Besides, Quach et al. (2022) found that customers are more likely to feel startled and less
dissatisfied when offered a larger discount, showing that cross-channel price promotion
significantly impacts customers’ emotional responses. However, the extent of product
involvement influences the emotional responses following a price promotion need further
attention (Kazancoglu and Aydin, 2018). Considering additional product attributes, future
research can corroborate the conclusions about the amount of involvement. In addition, it
would be beneficial to analyse the influence of recurrent omnichannel sales promotions on
customer emotions, attitudes and behaviour in longitudinal research.
Alternatively, Flacandji and Vlad (2022) examined customers who utilised a merchant app vs
those who did not. The findings reveal a direct and positive relationship between the use of the
retail app and increased customer loyalty. The authors also highlight that the relationship
between using a retailer’s app and customer loyalty is mediated by the shopper’s bargaining
propensity, affecting utilitarian and hedonic purchasing motivations. Specifically, the value of
purchases made by customers who use retail apps to locate discounts improves dramatically.
Bolton et al. (2022) found enduring, comparable patterns in how customers react to service
encounters in different countries. However, future research may examine how a country’s or
market’s unique characteristics affect the effect of different antecedents on service encounter
satisfaction. Furthermore, Chang and Li (2022) have verified the scale for assessing a seamless
customer experience. However, customer experience is dynamic, as a customer’s past interactions
influence their present and future experiences (Lemon and Verhoef, 2016). Therefore, a longitudinal
study must investigate the effect of seamless experiences on customer loyalty over time.
Past studies like Shi et al. (2020) have also quantified omnichannel experience, its drivers
and determinants, influencing customers’ behavioural attitudes and intention to engage in

Figure 11.
Conceptualisation of
the operational flow of
the omnichannel model
showcasing its
domains using the
antecedent-decision-
outcome (ADO)
framework
IJRDM omnishopping. They also suggested that businesses should consider their customers’ past
51,7 habits and preferences to increase their perceived compatibility with omnishopping.
Moreover, retailers must focus on improving brand familiarity, personalisation, perceived
value and platform synergies to create a positive omnichannel experience (Hickman et al.,
2020; Hsia et al., 2020).
Consequently, based on our analysis of recent studies and taking cues from the authors of
some of those studies, we propose a few research questions listed in Table 2.
906
Channel integration
Channel integration is probably the most critical subdomain of omnichannel retailing
(Hossain et al., 2019; Hure et al., 2017; Shen et al., 2018). Researchers have advised that there
should be a mindful investment in cross-channel integration as there are complex
interdependencies between cross-channel integration, retailer uncertainty, identity
attractiveness, switching costs and customer retention (Li et al., 2018). Accordingly, the
significance of retail staff has expanded. Thus, training retail staff to make the omnichannel
experience intuitive and user-friendly is necessary. In addition, implementing channel
integration of businesses dealing in different product categories needs different treatment.
For example, dealing with fragile product categories requires transparent communication to
alleviate customers’ apprehension whilst shopping online (Hajdas et al., 2022).
Besides, it has been observed that customers still prefer offline shopping, so it is advisable
to integrate offline and online stores and target them at various points of the customer’s
purchase journey (Neslin, 2022). Also, the quality of channel integration needs to be
emphasised as it influences customers’ perceptions and engagement (Gao and Huang, 2021).
The authors stated that merchants should realise that the “number” of channels is less
significant than the customer’s experience across all channels. When stores combine their
online and offline operations, they owe it to their customers to discover their preferences, offer
various options, maintain consistent communication and provide transparent services (Chen
et al., 2022; Gao and Huang, 2021).
Furthermore, channel integration enables businesses to directly access customers’ data,
which may make people worry more about their privacy (Quach et al., 2020). If customers once
lose trust in the store, the advantages of the integration will be lost (Mishra et al., 2021). Thus,
by elucidating how retailers would utilise their customers’ data, they can assuage their

Future research questions References

What country- or market-specific characteristics can influence the impact of Bolton et al. (2022)
diverse antecedents on satisfaction with service encounters?
How does seamless experience within luxury product categories impact Chang and Li (2022) and
word-of-mouth, purchase intent, and repurchase intent? Klaus (2020)
Is there a correlation between the degree of customer involvement with a Quach et al. (2022)
product and the effect of repeated omnichannel sales promotion on customers’
emotions, opinions, and behaviours across product categories?
What effect does retailer type have on the development of omnichannel Hickman et al. (2020)
experiences? How do customers’ perceptions and behaviour evolve throughout
the purchase journey?
Investigate the factors contributing to omnichannel behaviour, such as buy- Herrero-Crespo et al. (2020)
Table 2. online-pickup-in-store (BOPIS/BOPUS/click and collect), buy-online-ship-to-
Possible future store (BOSS), and Pickup Today
research questions What is the impact of differential pricing on the different omnichannel Tueanrat et al. (2021)
under customer customer segments?
behaviour Source(s): Table given by author
concerns and earn their loyalty (Cheah et al., 2022; Lazaris et al., 2021). Additionally, they can Omnichannel
integrate their services across channels to enhance customer satisfaction and increase marketing
customer loyalty by minimising pain points (Park and Kim, 2022). Further, with a devised
scale, retailers can efficiently assess integrated stores’ service quality to meet customer
expectations (Zhang et al., 2022).
Conversely, researchers have debated the need for integration and discovered that
extensive integration does not always result in an increased customer experience (Gasparin
et al., 2022). This conflict calls for more in-depth research on channel integration, as the study 907
was conducted on Brazilian and Finnish customers. Also, channel integration is a gradual
and ongoing process and researchers have demonstrated little interest in this subdomain
until 2020; thus, there is a need for additional research. Therefore, based on the rigorous
evaluation of qualitative and quantitative studies, as indicated in Appendix 4, we propose
future study agendas in Table 3.

Emerging technological innovation facilitating decision-making

Technology has substantially facilitated the transformation of companies into omnichannel
firms. There are currently three distinct types of research demonstrating the role of
technology in omnichannel retailing: (1) technology that can aid in the creation of an
omnichannel customer experience and provide convenience (Alexander and Kent, 2020); (2)
technologies that automate operations to increase efficiency (Bijmolt et al., 2021); and (3)
technologies that improve cross-channel integration from an operational standpoint (von
Briel, 2018; H€anninen et al., 2020; Roggeveen and Sethuraman, 2020; Savastano et al., 2019;
Yang and Zhang, 2019).
Research on interactive technologies demonstrates that virtually seeing customer goods
stimulates excitement, arouses emotions and motivates the desire to explore alternative
product purchasing experiences (Chiang et al., 2021). Also, combining cues from all retail
channels in the physical store makes customers happier, more excited and more satisfied with
the store. This, in turn, makes them more likely to make a purchase (Lazaris et al., 2022).
Consequently, researchers have emphasised designing the technology with the user in mind,
as the customer can only benefit from technology if they embrace it (ben Mimoun et al., 2022).
Additionally, customer-segment-specific communications that explain the technology and
reassure customers may assist in adopting the technology and alleviate privacy concerns
(Larson and Ferrin, 2021).
Intriguingly, researchers have discovered AR retail apps useful in the food industry. Still,
merchants must remember that customers want to spend as little time as possible using them
so they can continue to enjoy the restaurant’s atmosphere, menu and company (Chiu
et al., 2021).

Future research questions References

What antecedents of omnichannel integration quality could build customer loyalty or Gao et al. (2021)
propensity to repurchase?
What effect does channel integration have on privacy concerns, considering the diverse Cheah et al. (2020)
cultural values of various regions?
What are the many facets of service integration that may impact omnichannel customer Quach et al. (2020)
experience?
How does channel integration empower customers? Mishra et al. (2021) Table 3.
What level of channel integration offers a competitive advantage to the firm in different Gasparin et al. Future research
cultural settings? (2022) directions under
Source(s): Table given by author channel integration
IJRDM Research on omnichannel retailing conducted in the field of automation technology indicates
51,7 that automated warehouses have the potential to boost revenue (Tagashira, 2022). RFID
(radio frequency identification) robots and electronic shelves can automate inventory
management (Chiu and Chuang, 2021; Morenza-Cinos et al., 2019) and data-driven models can
assist retailers in handling priority transhipments to meet the demand for out-of-stock
products (Derhami et al., 2020). Researchers have even investigated the optimisation of
omnichannel distribution processes by employing demand forecasting facilitated by machine
908 learning (Pereira and Frazzon, 2020).
Besides this, other studies have concentrated on offering a positive and personalised
customer experience (Tyrv€ainen et al., 2020), synchronising digital marketing strategies,
including omni-promotions, to decrease expenses (Blom et al., 2017; Frishammar et al., 2018).
In addition, research has been performed to construct computer-based business processes
and dynamics models capable of estimating business metrics following risk analysis (Mishra
and Manjhi, 2019).
We have arranged all qualitative and quantitative studies of technological innovation to
give a comprehensive overview in Appendix 5. Thus, analysing the existing research on
technological innovation and taking cues from those studies, we propose the following future
research questions in Table 4.

Supply chain and operations

Managing the supply chain and operations is a crucial aspect of omnichannel retailing.
Research studies have documented the evolution of supply chain networks from
multichannel fulfilment to integrated omnichannel fulfilment (Davis-Sramek et al., 2020;
H€ubner et al., 2016) and investigated the transit of items across various supply chain
networks (Wollenburg et al., 2018). At the same time, other studies have discussed different
supply chain issues, including distribution and return obstacles (Bijmolt et al., 2021; de Borba
et al., 2020; H€
ubner et al., 2022; Raza and Govindaluri, 2021). Also, last mile (LM) practices
concerning omnichannel retailing have been explored by Risberg and Jafari (2022). They
highlighted how LM practices differ according to the organisation’s size and sales channel
mix. They urged future researchers to investigate the significance of a specific configuration

Future research questions References

How might virtual and augmented reality and artificial intelligence technologies Bijmolt et al. (2021)
bridge the gap between return prevention and processing?
How can in-store technologies facilitate the development of omnichannel customer Alexander and Kent
experiences? How does the usage of augmented reality, virtual reality, or mixed (2020)
realities in in-store affect customers’ purchase decision process?
How helpful and fun do customers find omnichannel retail technology? Does the ben Mimoun et al.
degree of perceived gamification influence the usage of omnichannel retail (2022)
technology?
How do customer attitudes towards personalisation differ across retail platforms, Tyrv€ainen et al. (2020)
including websites, mobile apps, and social media channels?
How can conventional and digital stimuli be optimally combined to create a seamless Lazaris et al. (2022)
shopping experience? Consider utilising their specific characteristics individually
and collectively and experiment with various channels and combinations to create a
Table 4. seamless buying experience
Probable future How can Augmented Reality Retail Applications assist the caterer and restaurant Chiu et al. (2021)
research directions business to remain competitive in the market and meet the growing demand for
under technological unique retail experiences from customers?
innovation Source(s): Table given by author
and other last-mile practices. In addition, they emphasised the investigation of fossil-fuel-free Omnichannel
shipping options for present and future advancements. Correspondingly, researchers have marketing
discovered that omnichannel retailing can increase manufacturer sales if it promotes the
increased use of environmentally friendly shipping procedures since the amount of carbon
mitigation measures directly affects offline demand (Xu et al., 2022).
Besides, researchers have investigated the configuration variables of omnichannel
warehouses. Standard warehouse configurations consider order fulfilment time, assortment
range, total transactions and item size. In contrast, omnichannel warehouse configurations 909
take contextual factors such as package standardisation, order and stock-keeping-unit
differentiation between store replenishment and online orders, store order size, the proportion
of single-line orders and the proportion of click-and-collects into account (Kembro and
Norrman, 2021).
In contrast, logistics service quality (LSQ) has been investigated concerning different
omnichannel shopping scenarios of “buy online, ship directly” (BOSD), “purchase online, pick
up in store” (BOPS) and “buy in the store, ship directly” (BSSD). In every case, timeliness was
the most critical element in determining customer satisfaction with the logistics service.
However, the return-of-product component of the LSQ was crucial for customer satisfaction
in ship-direct scenarios, whereas the availability dimension was only significant for customer
loyalty in BOPS circumstances (Cotarelo et al., 2021).
Furthermore, researchers looking for a strategic edge have investigated the BOPS
fulfilling model. They discovered that retailers should invest in lowering replenishment costs
and carefully execute the BOPS policy with the appropriate delivery mechanism, considering
customers’ waiting time and travel costs (Kusuda, 2022). Furthermore, test-in-store/buy-
online retailing yields the highest profit when the manufacturer integrates with the online
retailer (Jena and Meena, 2022). Nonetheless, when the cost of bundling exceeds a certain
threshold, the non-integrated form of supply chain channel yields a greater total profit than
the integrated retailer bundling-based arrangement (Jena, 2022).
Alternatively, researchers have observed substantial cost reductions and speedier
delivery through ship-from-store omnichannel fulfilment (Jiu, 2022). Researchers have also
investigated the ship-from-store option for online retailers entering the offline market. They
discovered that businesses could open a physical store and implement ship-from-store
alternatives if the proportion of time-sensitive and low-cost transportation customers is
reasonably large. Also, the store can gain from charging low logistics service fees to time-
insensitive customers and more customers with high shipping expenses (He et al., 2021).
Additional research in supply chain focusses on mitigating the showrooming effect on
retailers through cross-channel delivery (Weber and Maier, 2020), optimal store inventory
levels (Fan et al., 2021; Xu and Cao, 2019) and the implementation of new fulfilment models
(Zhang et al., 2020). Others have investigated the transition from an integrated inventory
approach to a zero-inventory model (Bell et al., 2020; Zhou et al., 2021).
Thus, we propose the questions listed in Table 5 by analysing the findings provided in
Appendix 6 and the preceding investigations.

Omnichannel strategy
The word “strategy” speaks for itself; it should come as no surprise that the subdomain
“omnichannel strategy” is centred on creating value for customers between “willingness to use
and willingness to implement.” The omnichannel strategy aims to create a seamless experience
by strategically allocating resources following an analysis of the potential for failure and poor
performance (Djofack et al., 2021).
Researchers have studied channel resource allocation and suggested new ways to
determine how much each channel is worth in a company’s channel portfolio. The proposed
IJRDM Future research questions References
51,7
What choice should an omnichannel retailer make when restocking products at Jiu (2022)
each distribution centre from different suppliers?
Is there a cost difference between the direct and retail channels for return bundling? Jena (2022)
How do changes in the sales channel mix influence last-mile delivery, back-end Risberg and Jafari
fulfilment, and customer steering over time? (2022)
910 How does government policy influence a producer’s decision between direct sales to Xu et al. (2022)
customers through a marketplace and indirect sales through resellers in light of
varying offline demand?
What impact could information have on alternative omnichannel fulfilment Kusuda (2022)
methods, such as buy-online-ship-from-store?
How do the implications of LSQ change when the manufacturer interacts with the Cotarelo et al. (2021)
customer directly within an omnichannel retail framework?
How to prioritise, balance, and develop creative approaches to structuring Kembro and Norrman
warehouse operations in light of retailers’ numerous strategic challenges, such as (2021)
Table 5.
Probable future faster delivery, increased flexibility, and economies of scale
research directions What should the breakeven points be for store restocking and online orders when Kembro and Norrman
under Omnichannel deciding whether to keep certain configuration parts separate or integrate them? (2021)
supply chain Source(s): Table given by author

model allocates resources by examining customer segments’ importance, preferences and

operating costs (Salmani and Partovi, 2021). The percentage of customers who utilise
different channels, the ability of those channels to recover purchases and the size of physical
storefronts can help retailers determine the optimal return policies for their businesses. For
instance, businesses with a large number of retail customers may consider offering full
refunds to capitalise on the willingness of online customers to pay a higher refund amount,
which could increase profits. In comparison, businesses with a significant physical presence
and a higher salvage value in-store could charge customers a return fee to get them to bring
their goods back to the store (Nageswaran et al., 2020).
While strategising a dual-channel supply chain, marketers can adopt an online and offline
cooperation strategy, taking customer inconvenience cost and location advantage into
account (He et al., 2020). In addition, they should reduce the price of the products whilst
offering in-store pickup options (Xu et al., 2021). Dynamic pricing and efficient service can
also support successful omnichannel management with the BOPS fulfilment model
(Chenavaz et al., 2021; Jiang et al., 2020; Li et al., 2022). However, studies have also
indicated that BOPS is not always advantageous for manufacturers and retailers must
anticipate the circumstances before implementing this fulfilment technique (Kong et al., 2020).
Furthermore, it has been demonstrated that offline retailers creating online channels
should not prioritise delivery speed. Comparatively, they should focus on reducing friction in
the customer journey or enhancing the customer experience by offering their online
customers the fundamentals of retailing, such as a vast assortment, competitive pricing and
ease of purchase. Moreover, omnichannel retailers should target younger households with
higher incomes, education and income (Gauri et al., 2021; Jindal et al., 2021).
Alternately, investigating the strategic use of omnichannel retailing for carbon reduction,
researchers noticed contradictory findings, indicating merchants’ profit in a single channel
and overall profit across two channels would decrease in correlation with customer choice
and emission reduction efforts (Xu et al., 2022; Zhang and You, 2020). Besides, others
investigated manufacturer-to-retailer competition from the perspectives of pricing, entry and
exit offline or online (Liu et al., 2020; Lu et al., 2020).
A thorough overview of omnichannel studies has been provided in Appendix 7, based on
which we suggest the following research questions for future studies (Table 6).
 Omnichannel
marketing
Future research questions References

What effect does a customer’s location have on retailers’ decision to Gauri et al. (2021)
implement various fulfilment and return models?
How does the availability of several return models impact customer Nageswaran et al. (2020)
channel selection decisions? 911
What could be the ideal promotion or pricing strategy for an Chenavaz et al. (2021), Jiang et al. (2020)
omnichannel retailer using wholesale price as a variable? and Li et al. (2022)
How can we assess the demand growth, refund or restocking fees, Jin and Huang (2021) and Xu et al. Table 6.
and cost structure heterogeneity of competitive e-retailers utilising (2021) Future research
BOPS, BORS or BOSS? directions under
Source(s): Table given by author Omnichannel strategy

Conclusion
This literature review aims to deconstruct the omnichannel retail model into its constituent
subdomains using a “keyword co-occurrence network” and “content analysis.” The problem-
solving method of 5W1H facilitated our understanding by asking pertinent questions about
omnichannel retailing. The “5W” element assisted us in describing the studies
bibliographically, and the “H” or “How” part confirmed the creation of several
subdomains. Besides, this study provides a conceptual model to emphasise the
background elements studied in related subdomains and suggest where future researchers
may concentrate their efforts.
Future students are encouraged to research the omnichannel customer experience. They
must comprehend the pain points of omnichannel retailers’ customers. How can their feedback
be incorporated into the design of an omnichannel experience? Future research may also study
digital assortment expansion linking online assortment to the offline store. They can
investigate how customers perceive a store with no sales inventory and merely a showroom
with digital order possibilities. They can also explore how in-store interactive technologies,
such as AR and AI, affect customers’ perceptions of offline stores with zero inventory (Battisti
and Brem, 2021). They can concentrate on the value addition or destruction these technologies
can bring to make the omnishopping environment user-friendly.
Researchers may further examine alternative fulfilment models, inventories’
digitalisation, or vehicle routing optimisation to create an omnichannel experience. For
instance, they can research how to design the optimal retail distribution network to maximise
assortment availability. Alternately, they can investigate carbon footprint reduction within
the context of the omnichannel supply chain. In addition, as Gasparin et al. (2022) questioned
the value of channel integration in creating a seamless experience, it must be evaluated in
multiple cultural and geographical contexts to generalise the results.
Moreover, COVID-19 prompted a change in retail strategy away from just utilising
physical stores or online marketplaces. To successfully adopt the omnichannel retail model,
businesses must undergo a transformation that is based on the convergence of technology, a
focus on the customer and a reorganisation of internal processes. Future studies may
incorporate a quantitative element on how customers perceive the organisations’
omnichannel endeavours to understand the shifts and difficulties at the operational level.
Brick-and-mortar retailers interested in expanding into the online market should not
prioritise fast delivery but rather grasp the foundations of online buying to increase their
customer base. In contrast, omnichannel businesses should focus on adopting BOPS with
dynamic pricing and return policies to attract more customers. Technology can only assist in
improving the overall quality of the customer experience provided by a business; however,
IJRDM they should avoid placing too much emphasis on technology and instead focus on boosting
51,7 the integration quality and training the relevant stakeholders (Derhami et al., 2020).

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Appendix
The supplementary material for this article can be found online.

About the authors

Neha Sharma is full-time PhD scholar in the Department of Management at BITS Pilani (Pilani Campus).
Prior to beginning her PhD, she spent 4.5 years in the retail industry, working for organisations such as
Snapdeal, NV Enterprises and Campus Activewear Private Limited. She is exploring omnichannel
shopping as her topic of research. Neha Sharma is the corresponding author and can be contacted at:
[email protected]
Nirankush Dutta is Assistant Professor in the Department of Management at BITS Pilani. His
primary research interest lies in Online Social Media Marketing and e-Commerce. Articles authored by
him have been published by the International Journal of Web Based Community, Journal of Internet
Commerce, International Journal of Case Studies in Management, International Journal of
Technoentrepreneurship, South Asian Journal of Business and Management Cases, Emerald Emerging
Market Case Studies and Ivey Cases. He has presented more than 20 research studies in international
conferences, including American Marketing Association Educators’ Conference (Summer AMA) and
Association of Management Annual Meeting.

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