Understanding the transformation toward omnichannel logistics in grocery retail: a dynamic capabilities perspective

Eriksson, Ebba; Norrman, Andreas; Kembro, Joakim

doi:10.1108/ijrdm-10-2021-0508

Cited by 34 publications

(17 citation statements)

References 43 publications

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Section: Theoretical Backgroundmentioning

confidence: 99%

“…However, there are still inconsistencies in the understanding of the microfoundations of DCs. For example, the capability of sensing is considered to be both the microfoundations (Eriksson et al, 2022;Gutierrez et al, 2022) and macro-foundations (Harvey, 2022;Kriz et al, 2021). This is especially evident in operations and management research, part of the reason may be that we don't have a consistent understanding of "moving down one level in a hierarchy."…”

Section: Microfoundationsmentioning

confidence: 99%

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Microfoundations of dynamic capabilities: a systematic review and a multilevel framework

Chen

Liu

et al. 2023

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PurposeMicrofoundations have become an effective approach for capability scholars to explore the heterogeneity of organizational results. Since the early pioneering work of scholars such as Felin and Foss, the microfoundations of strategic organization had not been extensively studied until 2010. The theoretical and empirical literature associated with the microfoundations of dynamic capabilities has developed rapidly. However, the diversity and fragmentation of micro-elements lead to a lack of a relatively consistent understanding of microfoundations, the study purpose is to aggregate the associated scattered terminology into a cohesive discussion.Design/methodology/approachA systematic literature review was conducted on research papers published between 2000 and 2022 using a hybrid methodology that included bibliometric and content analysis.FindingsThe authors suggest that this line of research can be divided into three stages. The study further develop a framework delineating the main components and mechanism involved in the microfoundations of dynamic capabilities, which in turn help us distill research gaps and opportunities for future work.Originality/valueThe authors construct a framework that can serve as a coherent research platform for further knowledge development. In the framework, the authors highlight that the research of group constructs, culture and leadership, data-driven topics are valuable for our understanding of the microfoundations of dynamics capabilities.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Microfoundationsmentioning

confidence: 99%

Microfoundations of dynamic capabilities: a systematic review and a multilevel framework

Chen

Liu

et al. 2023

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“…The historical footprint is also relevant, in which retailers that automated certain material flows early (e.g. store replenishment) add automation technologies dedicated to meeting continuously changing online customers' requirements (Eriksson et al. , 2022).…”

Section: The Pathway Toward Smart Warehousingmentioning

confidence: 99%

The transformation from manual to smart warehousing: an exploratory study with Swedish retailers

Kembro

Norrman

2022

IJLM

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PurposeTo meet customers' expectations on shorter lead times, high product availability, flexibility, and variation in delivery and return options, retailers have turned their attention to warehousing and are making big investments in technology. Currently, technology providers are pushing for smart warehousing, a new and under-researched phenomenon. This study aims to conceptualize the term and examine pathways toward implementing smart warehousing.Design/methodology/approachAn exploratory survey was administered to 50 leading Swedish retailers in varying segments. A two-tailed t-test for equality of means was used to detect significant differences between current and future states.FindingsThe study found that future smart warehouses will be automated, autonomous, digital, and connected, but that retailers will follow different paths along this journey, driven by contextual trends, e.g. sales growth, wider product assortment, shorter lead-time offerings, and integration of brick-and-mortar and online stores. Interestingly, the study revealed that many of the retailers that aim to create smart warehouses in five years are not the retailers with the most developed technology today.Research limitations/implicationsThe paper operationalizes smart warehousing in two dimensions: degree of automation and degree of digitalization and connectivity of information platforms. Based on the findings, 16 theoretical propositions are put forth that, based on contextual factors, explain different pathways for retailers to implement smart warehousing.Practical implicationsThe empirical insights and theoretical discussions provide practically useful guidance, including outlined trends, for selecting and benchmarking automation and complementary technologies in warehouse operations.Originality/valueThis paper conceptualizes and operationalizes smart warehousing – an original approach. It is also one of the first to investigate the technological transformation in retail warehousing empirically, explaining how and why retailers choose different pathways toward smart warehousing.

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“…To complete a set of activities, an organization follows routine tasks, administrative duties and governance; such abilities are referred to as ordinary capabilities in the concept of the DCV (Teece, 2018). Thus, the ordinary capabilities need to be transformed according to the changes in the environment of the organization, and the adapted capabilities are then called dynamic capabilities (Eriksson et al, 2022). Scholars have defined dynamic capability as a high-level capability combined with sensing, seizing and reconfiguring capacity (Li et al, 2022).…”

Section: Conceptual Foundation 21 Theoretical Underpinning (Dynamic C...mentioning

confidence: 99%

Firms’ dynamic capabilities and supply chain risk management: a B2B perspective

Gani

Takahashi

Bag

et al. 2022

BIJ

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PurposeThis study examines the relationships between collaboration capability (CC) and supply chain risk management (SCRM) and the mediating role of supply chain alignment (SCA) between CC and SCRM. It also investigates the moderating role of data-driven culture (DDC) on the path joining CC and SCA.Design/methodology/approachA survey was conducted via a structured questionnaire among the 297 managers of Business-to-business (B2B) firms. The data were analyzed using partial least squares structural equation modeling (PLS-SEM).FindingsThe result found a positive and significant relationship between CC and SCRM, CC and SCA, and SCA and SCRM. The research found a significant mediating role of SCA between CC and SCRM. The study also found a significant moderating role of DBC between CC and SCA.Practical implicationsThe outcomes demonstrate the management and societal relevance of the study from the viewpoint of businesses in developing nations. To cope with dynamic shifts, managers and decision makers need to take initiative for collaboration among the supplier, to align with their supply chain operations and enhance preparedness of DDC to overcome supply chain-related risks in the future.Originality/valueThe results of this empirical study have the significant potential to provide valuable guidance and insights about the B2B firms’ CC to develop SCA to enhance SCRM as risk management for the supply chain can aid in loss prevention and provide an edge over competitors. To the best of the authors’ knowledge, these relationships based on the dynamic capability view (DCV) add to existing studies on B2B firms’ supply chains in a novel way.

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Understanding the transformation toward omnichannel logistics in grocery retail: a dynamic capabilities perspective

Cited by 34 publications

References 43 publications

Microfoundations of dynamic capabilities: a systematic review and a multilevel framework

Microfoundations of dynamic capabilities: a systematic review and a multilevel framework

The transformation from manual to smart warehousing: an exploratory study with Swedish retailers

Firms’ dynamic capabilities and supply chain risk management: a B2B perspective

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