Amplifying commitment and word-of-mouth in fashion retailing through omni-channel experiences

Abstract

Purpose

This study aims to explore the effects of the omni-channel experience on customer commitment and word-of-mouth (WOM) intention within the context of fashion retailing in an emerging country, Türkiye.

Design/methodology/approach

In the study, data was collected online from 346 consumers. The hypothesised relationships were tested using SEM via AMOS.

Findings

Three sub-dimensions of the omni-channel experience are validated, namely consistency, connectivity, and personalisation, and while consistency and personalisation positively affected customer commitment, they did not indicate any direct influence on WOM intention. On the other hand, connectivity affected WOM intention but not customer commitment. In conclusion, even though consistency, connectivity, and personalisation constitute the omni-channel experience, they have differing behavioural outcomes. Furthermore, fashion retail customers’ commitment positively influenced WOM intentions.

Research limitations/implications

This study contributes to the literature in four main areas: First, this study validates the omni-channel experience scale. Secondly, it extends social exchange theory in omni-channel retailing research. Thirdly, it develops a micro-perspective on the omni-channel experience. Lastly, it puts forth that the effects of consistency, connectivity, and personalisation on customer commitment and WOM intention differ.

Practical implications

The omni-channel experience is a multi-dimensional concept. Retail managers should invest in consistency, connectivity, and personalisation to amplify customer commitment and WOM intention.

Originality/value

This study explores how customer commitment and WOM intention are enhanced through an omni-channel experience.

Citation

Akturan, U. and Kuter, D. (2024), "Amplifying commitment and word-of-mouth in fashion retailing through omni-channel experiences", International Journal of Retail & Distribution Management, Vol. 52 No. 6, pp. 706-720. https://doi.org/10.1108/IJRDM-09-2023-0545