a b s t r a c tThe ability of information technologies (ITs) to integrate activities and offerings across multiple channels offers a promising opportunity for retail firms to enhance their relationship with their customers and firm performance. Consumers value the flexibility to learn about the available offerings, complete their orders and obtain customer service across different channels in a convenient and integrated manner. Therefore, the retail industry has begun to use IT extensively to automate and integrate business processes across their traditional and online channels. This study examines the impacts of the use of IT by retail firms in integrating channel activities for selling to customers. Our research model argues that retail channel integration through IT should enhance the efficiency and innovation of a retail firm.In turn, these improvements should enhance their overall performance. We also propose that the environmental dynamism would moderate the effects of improvements in efficiency and innovation on firm performance. We draw upon recent theories in organizational resource integration and organizational learning to develop our research model and hypotheses. Based on survey data from 125 multichannel retailers in Singapore, we find that retail channel integration through the use of IT allows firms to not only be efficient in delivering the current offerings, but also be innovative in creating future offerings. Further, we find that environmental dynamism does positively moderate the effects of innovation ability on performance. Our results provide managerial insights for firms involved in digital integration not only in the retail sector but also in other service industries. These findings could also serve as a foundation for further research on service operations management for firms with both physical and online operations.

Focusing on long‐term buyer–supplier relationships, this article addresses two questions: (1) What are the antecedents that lead to the adoption of formal control, social control, or both? (2) What is the nature of the relationship between formal control and social control ‐ are they substitutes or complements? We develop a model to investigate the impact of the length of cooperation and institutionalization on the use of control mechanisms. Further, we argue that in China, formal control and social control may be substitutes in domestic buyer–supplier relationships, but they may be complements in international relationships. Survey data collected nationwide with executives in 380 domestic and 200 international buyer–supplier relationships in China are used to test our hypotheses.