The impact of omnichannel integration towards customer interest in alternatives: retailer uncertainty and web rooming in retailing

Ellahi, Abida et al. Article The impact of omnichannel integration towards customer interest in alternatives: retailer uncertainty and web rooming in retailing Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Ellahi, Abida et al. (2024) : The impact of omnichannel integration towards customer interest in alternatives: retailer uncertainty and web rooming in retailing, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-18, https://doi.org/10.1080/23311975.2024.2316931 This Version is available at: https://hdl.handle.net/10419/326081 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 The impact of omnichannel integration towards customer interest in alternatives: retailer uncertainty and web rooming in retailing Abida Ellahi, Qurat Ul Ain, Hafiz Mudassir Rehman, Md Billal Hossain, Csaba Bálint Illés & Akhtar Tanweer To cite this article: Abida Ellahi, Qurat Ul Ain, Hafiz Mudassir Rehman, Md Billal Hossain, Csaba Bálint Illés & Akhtar Tanweer (2024) The impact of omnichannel integration towards customer interest in alternatives: retailer uncertainty and web rooming in retailing, Cogent Business & Management, 11:1, 2316931, DOI: 10.1080/23311975.2024.2316931 To link to this article: https://doi.org/10.1080/23311975.2024.2316931 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 17 Feb 2024. Submit your article to this journal Article views: 2976 View related articles View Crossmark data Citing articles: 2 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 Marketing | research article Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2316931 The impact of omnichannel integration towards customer interest in alternatives: retailer uncertainty and web rooming in retailing abida ellahia, Qurat Ul ainb, hafiz Mudassir rehmanc , Md Billal hossaind, csaba Bálint illése and akhtar tanweerb aDepartment of Management sciences, abbottabad university of science and technology, Havelian, Pakistan; bDepartment of Management sciences, national university of Modern Languages (nuML), islamabad, Pakistan; cDepartment of global Business & enterprise, ulster university Business school, ulster university, Londonderry, Bt487JL, uK; dBusiness Management and Marketing Department, school of Business and economics, Westminster international university, tashkent, uzbekistan; eDoctoral school of Management and Business administration, John von neumann university, Budapest, Hungary ABSTRACT this current study delves into the quality of consumer perception regarding brand channel integration that adopts the omnichannel approach. it specifically explores the impact of process consistency, breadth of the channel service choice, transparency of the channel service configuration, and content consistency, on customers’ inclination towards alternatives. the research incorporates the mediating role of retailer uncertainty and introduces the moderating factor of web-rooming. the analysis, based on data from 319 customers engaged with various omnichannel brands, revealed that the breadth of channel-service choice and process consistency emerged as the most influential factors. these factors contribute significantly to reducing retailer uncertainty and deterring customers from exploring alternative options. the implications of these findings are particularly valuable for industry practitioners, offering insights to shape effective omnichannel business strategies. By prioritizing the breadth of channels and ensuring process consistency, retailers can mitigate uncertainties in customers’ minds, thereby fostering retention and satisfaction. 1. Introduction the current advances and innovations in various fields of technology are transforming the retail customer experience, as these technologies provide multiple touchpoints to them (Blom etal., 2021; salvietti et al., 2022; solem etal., 2023). after realizing the value of integrated information and services, retailers have now moved towards an omnichannel strategy (shen et al., 2018). Omnichannel retailing strategy is ‘a synergistic amalgamation of customer touchpoints and communication opportunities to create a unified experience of a brand irrespective of the channel, platform the stage where you are in, in the process of selling’ (cummins etal., 2016, p. 4). even though numerous vendors have realized the significance that omnichannel strategies possess, still, there is a difference in customer demand and the capacities of omnichannel vendors (hansen & sia, 2015). Omnichannel strategies allow customers not only to buy things online but also to see if they are available in a physical store (hiraishi etal., 2016). this behavior, called webrooming, is when people look for a product on the internet and then go to a real store to buy it. it’s a big part of omnichannel shopping. in omnichannel retailing, both web rooming and showrooming activities consist of ‘mobile and online channels, and brick and mortar retail opportunities’ (kang, 2018; li, guan, etal., 2023). © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Hafiz Mudassir Rehman [email protected] Department of global Business & enterprise, ulster university Business school, Belfast Bt487JL, uK. this article has been corrected with minor changes. these changes do not impact the academic content of the article. https://doi.org/10.1080/23311975.2024.2316931 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY received 25 October 2022 revised 13 December 2023 accepted 6 February 2024 KEYWORDS retailer uncertainty; transparency of channel service configuration; process consistency; breadth of channel service choice; interest in alternatives; content consistency; web rooming REVIEWING EDITOR len tiu Wright, De Montfort University Faculty of Business and law, United kingdom SUBJECTS technology; sociology & social Policy; consumer Psychology; ict 2 a. ellahi etal. Omnichannel retailing operates in such a world where omni shoppers or customers have access to vast information, based on which it can be said that omnichannel exists in a competitive business environment. Omnichannel customers can easily think about or find alternatives, therefore, an omnichannel retailer, along with acquiring and retaining customers should also consider the risk of losing customers to alternatives (aurier & n’goala, 2010). For this reason, considering the interest in alternatives by customers is of vital importance when implementing cross-clihannel integration (asmare & Zewdie, 2022; li et al., 2018; thaichon et al., 2022). Due to their focus on customers, efforts to integrate channels have caught the interest of both academics and management. research indicates that customers using omnichannel services sometimes face challenges because companies struggle to meet their specific needs with their existing channel arrangements. (e.g. hoogveld & koster, 2016; lin et al., 2023). as a result, it has been recognized that the success of omnichannel businesses relies on the quality of various factors that can influence customers’ intentions (saghiri etal., 2017). Furthermore, understanding customers’ attitudes toward omnichannel strategies is considered essential. While many studies have described omnichannel strategies (kazancoglu & aydin, 2018; Picot-coupey etal., 2016), there remains a need to provide theoretical and empirical insights into the customer experience of omnichannel strategies. studies focusing on specific aspects of omnichannel understanding may not offer a complete perspective on certain crucial factors of omnichannel quality (shi et al., 2020). the studies on omnichannel, which have only lately begun to appear are limited as they do not take into account the new omnichannel setups (lee, 2020; ren et al., 2023). Moreover, previous researchers have focused on the impact of cross-channel integration on customer retention and they have not studied its effect on reducing other opposing results such as ‘customers’ interest in alternatives’ (li et al., 2018). the research on omnichannel, is limited since it does not take into account the new omnichannel unique traits and possible benefits (cocco & Demoulin, 2022; gasparin et al., 2022; sousa et al., 2021), such as interest in alternatives, retailer uncertainty and webrooming. While existing literature provides insights into omnichannel service characteristics (e.g. lee etal., 2019) and retailer uncertainty (li etal., 2018) independently, there is a gap in understanding how these factors interact to influence consumer choices. By exploring the mediating role of retailer uncertainty, and moderating role of webrooming, this research seeks to contribute a more holistic view of the dynamics between omnichannel and consumer behavior, providing actionable insights for retailers in an increasingly competitive market. While current literature acknowledges the influence of webrooming on consumer behavior, its interplay with omnichannel characteristics, retailer uncertainty, and interest in alternatives remains underexplored. investigating webrooming as a moderator provides a more nuanced understanding of how consumers navigate the online and offline retail spheres and make choices based on the perceived channel service quality and retailer uncertainty. hence, the aim of this study is to assess how the quality of omnichannel integration impacts customers’ inclination towards alternative brands, considering the mediating influence of retailer uncertainty and the moderating effect of webrooming. the study seeks to provide answers to the following questions: rQ1. to what extent does the quality of omnichannel integration influence customers’ interest in exploring alternative brands? rQ2. how does retailer uncertainty mediate the relationship between the quality of omnichannel integration and customers’ interest in brand alternatives? rQ3. in what ways does webrooming moderate the association between the retailer uncertainty and customers’ interest in alternative brands? rQ4. how do the combined effects of omnichannel integration quality, retailer uncertainty, and webrooming contribute to shaping customer perceptions and decisions regarding brand alternatives? By addressing the identified research gap, this study holds substantial implications for both managerial practices and consumer research. it adds value to the current body of literature by establishing a theoretical framework that illuminates the attributes of omnichannel integration and its impact on cOgent BUsiness & ManageMent 3 mitigating retailer uncertainty, influencing customer perceptions of alternative brands. the insights gleaned from this research can be instrumental in formulating efficient omnichannel strategies for retailers, thereby enhancing their ability to meet customer expectations and navigate the evolving retail landscape effectively. 2. Literature review and Hypotheses development Omnis is a word of latin origin and means ‘wholly’ or ‘universal’, therefore the term omnichannel can be said to be a grouping of all channels (lazaris & Vrechopoulos, 2014). Omnichannel retailing refers to ‘the synergetic management of the numerous available channels […] in such a way that the customer experience across channels and the performance over channels is optimized’ (Verhoef et al., 2015 p. 176). it refers to extended multi-channel retailing and comprises the utilization of various channels in a particular transaction (cicea etal., 2022; kaczorowska-spychalska, 2017). therefore, it involves employing various channels to engage with customers and meet their requirements (lee, 2020). From the customer’s perspective, omnichannel not only facilitates the buying of products across various e-commerce platforms but also allows them to check the availability of items in physical stores (indiani & Febriandari, 2021; Majeed et al., 2022). the expansion into omnichannel retailing poses a significant challenge for retailers, necessitating adjustments to their business models and the integration of core elements. this involves understanding how customers simultaneously utilize digital and physical touchpoints in making purchasing decisions (hoogveld & koster, 2016). existing research on omnichannel retailing has predominantly focused on aspects related to both company initiatives and consumer responses, such as satisfaction, loyalty, and overall experience (chen et al., 2018). the key perspectives in omnichannel are data coherence and cross-channel experience (Burford & resmini, 2017; nguyen etal., 2023). a new wave of consumer-driven analytical research is addressing questions about the adoption and experience of omnichannel services. recent studies emphasize the necessity for further exploration into aspects that can enhance the operational capabilities of omnichannel retailing (chen et al., 2018; li, tan, et al., 2023). consequently, it can be asserted that omnichannel is poised to revolutionize the global retail landscape. 2.1. Interest in alternatives and retailer uncertainty With each passing day, consumers are becoming more conscious of their choices and seeking alternatives to products and services for various reasons (Fuentes et al., 2019; Jones et al., 2000; srinivasan et al., 2002). companies recognize the customer’s demand for sustainable alternatives, which may push them to seek out sites that can provide them with extra knowledge (li et al., 2018; Yim et al., 2007). Omnichannel retailers face many challenges along with managing and integrating information across various channels. research has emphasized customers’ perception and experience aspect in all marketing-related activities. hence, they found that companies’ marketing (Melis et al., 2015) and strategies regarding channel management (ailawadi & Farris, 2017) impact consumer perception. li et al. (2018) argued that when retailer uncertainty is high, customers are more likely to take interest in alternatives. customers’ perception of a retailer’s risk would increase their likelihood of switching retailers in omnichannel commerce (chou et al., 2016). these authors also argued that a customer’s risk perception related to a retailer will result in increasing the probability of switching from one retailer to another. this is because doubts are initiated among customers when they have retailer uncertainty and they start searching for different alternatives. as indicated by Melis et al. (2015), the allure of a retailer stands out as a crucial factor in the impact of channel integration on customer retention. When customers find a retailer attractive, their uncertainty diminishes, making it less likely for them to explore alternative options. recently, scholars have highlighted retailer uncertainty as a potential challenge for numerous omnichannel retailers (li et al., 2018). retailer uncertainty can play a detrimental role in a company’s ability to retain customers (chiu et al., 2011; chou & hsu, 2016). Previous research indicates that retailer uncertainty correlates with reduced customer satisfaction (luo et al., 2012) and lower retention levels (rust & Zahorik, 1993). in situations where there is elevated risk and 4 a. ellahi etal. diminished trust among customers (Pavlou, 2003), retailer uncertainty can prompt customers to switch from their current retailers (Bansal et al., 2005), sparking an interest in alternative options. therefore, it can be argued that; Hypothesis 1. Retailer uncertainty has a positive effect on customers’ interest in alternatives. 2.2. Channel integration quality channel integration quality is a way of organizing the use of different channels like retail stores, websites, media, and physical stores. it’s about how aware customers are of the services available to them and how the features of services are different across these channels. the goal is to make the most of each channel, avoid competition between them, promote cooperation, and ultimately improve how well the business performs (neslin et al., 2006). to understand and manage both online and offline channels together, a new concept called multi-channel service quality was needed. sousa and Voss (2006) were the first to use the term ‘multi-channel integration quality’ for this purpose. Previous researchers suggest that the quality of integration is crucial for providing a seamless experience to customers (Banerjee, 2014; Falk et al., 2007). in a setup where different channels work together, service quality has three main parts: physical, virtual, and integration quality. the physical part is about face-to-face interaction and support for things like delivery. the virtual part is about online interactions through websites or devices. integration quality is about combining both physical and virtual aspects to give customers a seamless experience across all channels (sousa & Voss, 2006). sometimes, a company might be doing well in providing good quality through physical and virtual channels separately. But if there are differences or issues between these channels, the overall perception of quality might not be that good. this is where channel integration quality comes in. it means making sure that the service standards is high across all the different channels. Making sure both physical and virtual channels work well together is crucial for delivering a great customer experience in a setup with many channels (Banerjee, 2014). if the management can effectively bring all these channels together, it can give the company a competitive advantage (Wakolbinger & stummer, 2013). channel integration provides customers with more data and an incorporated correspondence system, which helps them to lessen their perceived uncertainty and confusion. Various channels give various sorts of data. For instance, numerous online stores now give customers surveys, in which customers share their purchases of products, services, and experiences (Zhang et al., 2014). sousa and Voss (2006) argued that channel integration quality is measured in two ways: channel service configurations and integrated interactions. Both the breadth of channel service choice and transparency of channel service configuration are the dimensions of channel service configuration, whereas both process and content consistency are the sub-dimensions of integrated interactions (as cited in lee et al., 2019). lee et al. (2019) also emphasized the significance of providing a seamless and consistent customer experience across multiple channels and that by providing a seamless and consistent experience, retailers can foster stronger relationships with customers and encourage their active participation in the brand. existing literature shows that consumer evaluation of a brand is significantly influenced by channel integration quality, which further results in positive outcomes for the retailer (seck, 2013). channel integration also enhances customer perception of service quality which eventually leads to a high intention to purchase and also an increased willingness to spend (herhausen et al., 2015). channel integration quality prominence in omnichannel retailing has also been highlighted by marketing practitioners (e.g., Bianchi et al., 2016; Melsted, 2015). therefore, it can be said that channel integration quality can assist in reducing retailer uncertainty in the omnichannel retailing context because of which customers will be less likely to have an interest in alternatives. to address this study’s aims, guidance from the accessibility-diagnosticity theory was taken (Feldman & lynch, 1988). according to the accessibility diagnosticity theory, the probability that a person will use information about an object for decision-making is determined by the accessibility (easiness of recovering specific information) and diagnosticity (competence of inferences based on this information to make cOgent BUsiness & ManageMent 5 a decision) of the information (lynch et al., 1988, as cited in Winters & swoboda, 2019, p. 3.). in the context of omnichannel, integration quality can be used as a tool for accessibility and diagnosticity to evaluate a retailer’s position and then decide where to buy. Omnichannel provides multiple cues to customers that help them to make a purchase decision. Previous studies used this theory to understand the influencing mechanism of judgment and decision-making. For example, Winters and swoboda (2019) used the accessibility-diagnosticity theory to understand consumer assessments of top omnichannel fashion retailers. the accessibility-diagnosticity theory highlights that people make decisions based on their prior memories and the sequence in which memories are retrieved is determined by both the accessibility of the information and the diagnosticity of the input (herr etal., 1991). to put it another way, people may only recall unfavorable information about an omnichannel retailer i.e., retailer uncertainty or low channel integration quality. Previous research on the accessibility-diagnostic model emphasized how people react to different types of information and how convincing some information can be (niu etal., 2021). sufficient evidence was found that information with variable convenience and diagnosticity can have diverse effects on the evaluation of products, advertisement persuasion, and organizational attractiveness. 2.3. Breadth of channel service choice the degree to which customers can choose from various channels for a given service or complete preferred tasks through individual channels is characterized by the breadth of channel service options (lee et al., 2019, p. 10). in the case in which the breadth of channel service choice is widespread then customers will have a choice of multiple channels to avail services. the breadth of the channel service allows retailers to show superiority to the customers such that they are allowed to place orders either offline or online. such retailers are offering value exchange to their customers when comparing this with those retailers who only allow making orders in one of these online or offline modes (lee et al., 2019). in omnichannel retailing, the availability of wide-ranging channel choices suggests that channels are strongly interrelated and connected such that customers will have the liberty of selecting channels of their choice to full filling their needs (Banerjee, 2014). Furthermore, the breadth of the channel service choice will also assist in the steadiness of channel transition in the context of omnichannel services. Previous studies also confirm that the breadth of channel service choice can significantly influence customer’s shopping experience and it also further helps in the maintenance of both service and information (lee & kim, 2010; Madaleno et al., 2007). as the breadth of channel service widens the customer touchpoint in omnichannel, it helps to build brand repute which would reduce the uncertainty. hence, we hypothesize the following; Hypothesis 2. The breadth of channel service choice negatively affects an interest in alternatives through the mediating role of retailer uncertainty. 2.4. Transparency of the channel service configuration the corresponding role of offline and online stores has been emphasized multiple times in the literature. For instance, customers can search for their favorite products online and also visit the physical store just to try out the merchandise and get additional guidance from sales individuals. Both the offline and online channels sort of complement and balance each other and this leads to creating a superior service experience for the customer in their every purchase (loras, 2016). in omnichannel retailing, customers will be more engaged in the shopping process when they will have increased flexibility in selecting from multiple alternative channels, and also there will be a high probability of customers making reciprocated attempts (hollebeek, 2011; Pervan et al., 2009). retailers’ inability to effectively integrate their channels results in customer confusion regarding the availability and differences between services obtainable at different channels. this confusion also inflicts difficulty on purchasing journey of the buyers (Bitner etal., 2002). Vendors who provide options to their 6 a. ellahi etal. clients for channel service integration can deliver a value exchange to their customers and reduce the retailer’s uncertainty, thus decreasing the risk of customers’ interest in brand alternatives. hence, we hypothesize that; Hypothesis 3. Transparency of channel service significantly affects an interest in alternatives through the mediating role of retailer uncertainty. 2.5. Content consistency content consistency is the extent to which content is consistent as put forward by vendors at multiple channels (sousa & Voss, 2006). this channel integration quality permits customers to have the same response to a query that is posted either offline or on online channels. consistency of content assists in eliminating resistance in the shopping journey of customers. their shopping transaction process will also be less time taking and eventually, they will become more engaged in buying from that channel. retailer uncertainty seemed to be significantly reduced when they can provide consistent content across multiple channels (Jafari et al., 2022). consistency of content refers to the different product specifications, pricing contents warranty services, etc. For example, apple proves to provide consistent content by providing product specifications that are the same for both offline/physical and online customers. content consistency is also one of the crucial aspects of providing customers with a smooth shopping experience (cox, 2016). if retailers fail to provide consistent content across all the multiple channels available then this scenario will result in customer frustration because of which they are most likely to move from channel to channel (Matt, 2016). thus, we hypothesize that; Hypothesis 4. Content Consistency significantly affects an interest in alternatives through the mediating role of retailer uncertainty. 2.6. Process consistency Process consistency is the extent to which important and comparable process attributes are consistent across channels (lee et al., 2019, p. 10). Process features across different channels include the visual representation, the overall feel of the product, how easy it is to place an order, and the speed of delivery services. a study conducted by gilles (2015) found that approximately 59% of participants experienced an inconsistent shopping journey, leading to frustration. therefore, it can be concluded that reducing retailer uncertainty is possible when retailers maintain consistent processes across various omnichannel platforms. customers are more likely to stay engaged, and the chances of them seeking alternative options decrease when there is consistent visual aesthetics and a smooth, reliable experience across different channels. Process consistency ensures a seamless and effortless transition between channels. When service processes are consistent across various channels, customers’ perception of the service doesn’t change even when they switch channels (Banerjee, 2014). this results in customers having a positive and smooth feeling about the retailer (Majrashi & hamilton, 2015). thus, it can be said that; Hypothesis 5. Process Consistency significantly affects an interest in alternatives through the mediating role of retailer uncertainty. 2.7. Web rooming Web rooming refers to a two-part decision-making step in a cross-channel procedure. In the first stage, the customer searches for and finals an alternative product on the internet that will most probably satisfy his or her needs; whereas in the second stage, the consumer verifies the information in a physical store before making a purchase (Flavián et al., 2019, p. 2). the concept of webrooming can be extended as a type of omnichannel shopping where the buyer searches for online information before going to the physical store to make a purchase. additionally, they cOgent BUsiness & ManageMent 7 use their smartphones to access the internet while in the store to look for more information. this form of shopping is considered influential, and businesses can enhance the shopping experience by providing tablets and mobile devices in the store for customers to search for information about products they want to buy and eventually place an order (cattapan & Pongsakornrungsilp, 2022; Fernandes & Barfknecht, 2020; Verhoef et al., 2015). Webrooming allows customers to reduce uncertainty related to a purchase and make decisions with a high level of confidence (Flavián etal., 2019). it is an effective cross-channel integration that contributes to increased customer satisfaction, reinforcing their loyalty, a critical factor for a firm’s long-term survival (e.g., Jang etal., 2017). in the omnichannel context, buyers combine channels based on their information needs, creating personalized information that enhances their perceived control over the process. Webrooming behavior has garnered attention in both academia and the business world, particularly in the context of omnichannel retailing (Figure 1). Flavián et al. (2016) recognized that in the web rooming purchase process, blending both online and offline channels for purchase helps in positive purchase experiences such as their confidence, choice, satisfaction, and purchase intentions. this web rooming behavior helps customers to get more information about a retailer, which helps in reducing the retailer’s uncertainty. similarly, web roomer customers have more a piece of clear information and are less likely to take an interest in alternatives. thus, it can be hypothesized that Hypothesis 6. Web rooming moderates the relationship between retailers’ uncertainty and customers’ interest in alternatives such that the relationship between retailer uncertainty and interest in alternatives will be weaker in the presence of web rooming behavior. 3. Research methodology the research is quantitative and aims to investigate omnichannel integration quality characteristics, and highlights whether omnichannel integration affects retailer uncertainty and develops consumers’ interest in alternatives or not. this study also investigates whether web roomer customers have a moderating effect between retailer uncertainty and their interests in alternatives or not. the survey methodology was employed by researchers to administer online questionnaires to the respondents. Due to the nature of the research problem, omnichannel shoppers were targeted. ‘shoppers that use at least two channels from the same vendor during their spending journey are referred to as omnichannel shoppers’ (Juaneda-ayensa etal., 2016). in this study, no specific brand was singled out. instead, participants were prompted in the initial section of the questionnaires to name the brand they use, provided that it is available through at least two shopping channels. this approach enabled the collection of opinions from various respondents regarding multiple brands, thereby enhancing the study’s relevance across various categories. Figure 1. Proposed research model. 14 a. ellahi etal. Disclosure statement no potential conflict of interest was reported by the author(s). About the authors Dr. Abida Ellahi received the PhD degree in technology Management from international islamic University, Pakistan. she is currently working as assistant professor in abbottabad University of science & technology, Pakistan. her research interests include cyberpsychology, Digital Marketing, social Media, knowledge Management, e learning, and e-commerce. Qurat Ul Ain is serving as a lecturer within the Department of Management sciences at the national University of Modern languages, Pakistan. she pursued a Master of science in Business administration with a specialization in Marketing from Fatima Jinnah Women University. her articles are published across diverse disciplines, delving into the field of Business research, consumer emotions and Behavior. Dr. Hafiz Mudassir Rehman is an accomplished academic and management professional with a robust track record of scholarly publications. With over nine years of expertise in human resource management, he excels in knowledge dissemination through training and mentoring, research and development, and proficient data analysis encompassing both quantitative and qualitative methodologies. Presently holding the position of lecturer at Ulster University, Uk, he has spearheaded numerous research initiatives resulting in publications in esteemed international journals. additionally, Dr. rehman has demonstrated his commitment to academic excellence by serving as an editorial Board member and reviewer for reputable journals indexed in Web of science. Dr. Md Billal Hossain completed his doctoral program from the hungarian University of agriculture and life sciences in the department of economic and regional science. currently, he is working as senior lecturer position at Westminster international University in tashkent (WiUt), tashkent, Uzbekistan. his research interests include sMes, e-commerce, technology acceptance, knowledge management, organizational management, and innovation. he has published as the author or co-author of 23 scientific articles in journals, including the Journal of cleaner Production, electronic commerce research and many other renowned journals. he is also a reviewer for the electronic commerce research Journal (springer), international Journal of human-computer interaction (iJhc), the international Journal of innovation Management (iJiM), sustainability (Mdpi) and Business systems research (Bsr) and many other renowned journals as well. Prof. Dr. habil. Csaba Bálint ILLÉS has been a Full Professor at since 2005. he is a core member of the Doctoral school of Management and Business administration at John von neumann University, hungary. he has supervised successfully many hungarian and foreign PhD graduates. he is a member of the editorial boards of many domestic and international journals ("supply chain Management: an international Journal" (1996-2000), england; “agroeconomic Books” (2012-) and “agroeconomic studies” (2012-), Budapest; “Przegląd Organizacji / Journal of Organization review” (2015-), Warsaw; Polish Journal of Management studies (2016-), czestochowa); “Zeszyty naukowe: Zarządzanie / research reviews: Management” (2017-); “acta academiae Beregsasiensis. economics” (2022-), Berehove, Ukraine). his main research fields are business economics, management and development of smalland medium-sized enterprises, sustainable development, quality management of higher education, company competitiveness and food safety management. Dr. Akhtar Tanweer holds a Ph.D. in logistics/scM from lanzhou Jiaotong University, china. he is currently working as assistant Professor in the department of management sciences, national University of Modern languages, islamabad. he has recently published many academic papers in international refereed journals, including Journal of Procedia - social and Behavioral sciences, cogent Business and Management. ORCID hafiz Mudassir rehman http://orcid.org/0000-0001-9114-0989 References ailawadi, k. l., & Farris, P. W. (2017). Managing multi-and omnichannel distribution: Metrics and challenges. Decision Support Systems, 109, 1–18. asmare, a., & Zewdie, s. (2022). Omnichannel retailing strategy: a systematic review. The International Review of Retail, Distribution and Consumer Research, 32(1), 59–79. https://doi.org/10.1080/09593969.2021.2024447 cOgent BUsiness & ManageMent 15 aurier, P., & n’goala, g. 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