Suchergebnisse

Purpose
This paper aims to study how retailers moving from a multi- (in-store and online) to a single- (online) channel impacts consumers' retailer and channel choices.


Design/methodology/approach
The authors conduct two scenario-based experimental studies to examine consumers' in-store and online channel shopping preferences and behavioural intentions (i.e. channel and retailer choices) when their preferred focal retailer's physical store closes.


Findings
The findings show that when a focal retailer removes its physical store location, consumers with a strong preference for shopping online have a greater likelihood of shopping online. Their loyalty towards the retailer explains this relationship but is conditional on low levels of reactance. When reactance is high, consumers with a strong preference for shopping online are more likely to switch to a competitor.


Originality/value
This research paper bridges the intersection between B2B and B2C literature to understand how retailers' channel-related supply chain decisions affect downstream consumer shopping behaviour.

AbstractWell‐known benefits of corporate social responsibility (CSR) are goodwill and trust. Typically, research states that if a firm engages in CSR activities that benefit stakeholder X, then stakeholder X will reciprocate with higher levels of trust. We advance this line of research by examining whether CSR activities directed to stakeholder X increase the levels of trust between the firm and a different stakeholder, Y. Specifically, we examine the consequences of CSR actions that a firm directs toward non‐supplier stakeholders on the firm‐supplier relationship. We argue that a firm's secondary stakeholder CSR (e.g., community and environment) creates trust and goodwill with third parties (i.e., suppliers) that manifests in reduced inventory days. We use a data set comprising 27,551 firm‐year observations and find that secondary CSR is associated with decreased inventory days in more complex (more heterogenous and competitive), munificent (growing), dynamic (unpredictable), and socially irresponsible (e.g., gambling and tobacco) business environments.