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Article
Publication date: 7 September 2023

Xueting Zhang, Younggeun Park and Jaejin Park

This study aims to investigate customers' personal innovativeness (PI) as an influencing factor of omni-channel customer experience throughout pre-purchase, purchase and…

1082

Abstract

Purpose

This study aims to investigate customers' personal innovativeness (PI) as an influencing factor of omni-channel customer experience throughout pre-purchase, purchase and post–purchase stages of the customer journey, and their subsequent influences on customers' reuse intention.

Design/methodology/approach

Data were collected from customers who had experience with omni-channel shopping in South Korea through a questionnaire made with Naver Forms, both online and offline from 15 June to 15 July 2022. Out of the received responses, only valid and consistent questionnaires were considered for statistical analysis. In total, 272 valid samples were utilised for the final analysis. Analyses included reliability, validity, path, structural equation modelling and mediation effects, using SPSS and AMOS software.

Findings

The results revealed a significant influence of personal innovativeness on the omni-channel customer experience across all purchase stages. Personal innovativeness was found to influence the customer experience in the pre- and post–purchase stages, thus affecting reuse intention. However, it did not have the same effect in the purchase stage. The omni-channel experience customer experience also played an indirect mediating role in the relationship between personal innovativeness and reuse intention.

Research limitations/implications

First, personal innovativeness in the IT domain may be very prominent in studies examining innovative behaviours related to computing technology. Second, this study provides further understanding of customers' intentions to reuse omni-channel shopping. Third, the path analysis showed that personal innovativeness significantly affects customer experience at all pre-purchase, purchase and post–purchase stages of the customer journey. However, except for the purchase experience, both pre- and post–purchase experiences significantly impact customers' intention to reuse omni-channels and play a mediating role.

Practical implications

First, omni-channel retailers should launch new products, innovative promotional activities and explore new channels or new service modes to stimulate the need recognition of customers with high personal innovativeness. Second, omni-channel retailers should pay attention to the users' reviews of each channel because they play a key role in potential customers' purchase decisions. Third, offering customers a seamless shopping experience is essential as a marketing strategy for omni-channel retailing.

Originality/value

This study elucidates the causal relationship between personal characteristics and behaviour by dividing the omni-channel customer journey. In particular, personal innovativeness is identified as an important predictor of the intention to reuse omni-channels during the pre- and post–purchase stages. This suggests that omni-channel retailers need to strategically manage these stages to boost customers' reuse intention.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 36 no. 2
Type: Research Article
ISSN: 1355-5855

Keywords

Available. Open Access. Open Access

Abstract

Details

New England Journal of Entrepreneurship, vol. 27 no. 1
Type: Research Article
ISSN: 1550-333X

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Article
Publication date: 20 August 2020

Younggeun Lee, Andres Felipe Cortes, Yiming Zhuang and Pol Herrmann

The purpose of this paper is to examine the impact of social capital on organizational ambidexterity in the context of emerging economies. Moreover, this paper aims to study the…

941

Abstract

Purpose

The purpose of this paper is to examine the impact of social capital on organizational ambidexterity in the context of emerging economies. Moreover, this paper aims to study the moderating influence of absorptive capacity on the relationship between social capital and organizational ambidexterity.

Design/methodology/approach

The authors conducted two studies using survey data collected from 97 Ecuadorian and 100 Chinese small and medium-sized enterprises (SMEs).

Findings

The authors found that social capital, the extent to which organizational members interact, collaborate and share knowledge with one another and with external actors, has a positive effect on the simultaneous implementation of exploratory and exploitative innovations (i.e. organizational ambidexterity). Moreover, the authors found that absorptive capacity positively strengthens the impact of social capital on organizational ambidexterity.

Originality/value

Drawing on the knowledge-based view and the innovation literature, the authors theoretically argue the importance of social capital and absorptive capacity for SMEs to develop and manage exploratory and exploitative innovations simultaneously in emerging economies of different cultures. The authors empirically test proposed hypotheses in Ecuador and China, two emerging markets with important cultural differences, and show the relevance of social capital in multiple settings.

Details

International Journal of Emerging Markets, vol. 16 no. 8
Type: Research Article
ISSN: 1746-8809

Keywords

Available. Open Access. Open Access
Article
Publication date: 8 August 2023

Nastaran Simarasl, Pooya Tabesh and Younggeun Lee

This research aims to theorize how a critical factor, resource access, can paradoxically impact the comprehensiveness of venture location decision processes and the relationship…

1191

Abstract

Purpose

This research aims to theorize how a critical factor, resource access, can paradoxically impact the comprehensiveness of venture location decision processes and the relationship between decision comprehensiveness and new venture performance. To do so, the authors focus on nascent entrepreneurs’ venture location decision processes and introduce resource access as a double-edged sword.

Design/methodology/approach

In this conceptual article, the authors draw from the strategic decision-making and resource mobilization literature to theorize about the new venture location decision-making process and its performance implications.

Findings

By uncovering the paradox of resource access, the authors propose that high levels of resource access create a paradoxical situation in which nascent entrepreneurs are less likely to use comprehensive decision processes when their benefits are at their greatest.

Originality/value

This work contributes to entrepreneurship research on new venture location and resource mobilization in three important ways. First, the authors advance the literature on nascent entrepreneurs’ location decision-making processes by introducing “location decision comprehensiveness” as a decision process construct and juxtaposing it with resource access to uncover the entrepreneurial decision-making process. Second, the authors develop a more nuanced theorization of the location choices made by nascent entrepreneurs instead of relying on generalized conclusions drawn from well-established corporations’ location decisions. Last, the authors extend the literature on resource mobilization in entrepreneurship by shedding light on the paradoxical aspect of resource access. While previous research has emphasized the favorable effects of resource access on new venture processes and outcomes, the authors contend that it can also negatively impact entrepreneurs’ ability to make effective decisions.

Details

New England Journal of Entrepreneurship, vol. 27 no. 1
Type: Research Article
ISSN: 1550-333X

Keywords

Available. Open Access. Open Access

Abstract

Details

New England Journal of Entrepreneurship, vol. 27 no. 2
Type: Research Article
ISSN: 2574-8904

Available. Open Access. Open Access
Article
Publication date: 16 September 2021

Andres Felipe Cortes and Younggeun Lee

This research note discusses three essential and practical questions related to social entrepreneurship and social activities in small- and medium-sized enterprises (SMEs): What…

3624

Abstract

Purpose

This research note discusses three essential and practical questions related to social entrepreneurship and social activities in small- and medium-sized enterprises (SMEs): What motivates SMEs to undertake social activities? What are the obstacles faced by SMEs when undertaking social activities? What are the types of social activities that SMEs undertake? The article presents preliminary answers and provides research suggestions related to these questions.

Design/methodology/approach

The authors search and review articles that study social entrepreneurship and social activities of SMEs and synthesize their findings based on the three main topics of interest.

Findings

The authors synthesized findings based on their three motivating topics: motivation, obstacles and types. They extracted three primary motivations of SMEs for social activities: (1) demands and expectations from external stakeholders, (2) nonpecuniary incentives that stem from organizational values and culture and (3) anticipation of improving relevant organizational outcomes. The authors extracted two obstacles for social initiatives: (1) limited resources and knowledge and (2) lack of perceived benefits or incentives. Finally, the authors extracted two types of social activities: (1) activities that address social and ethical issues and (2) activities that address environmental concerns.

Originality/value

Pressing concerns in society have pushed numerous entrepreneurs and small business managers to create and manage businesses that aim to alleviate social and environmental problems. Accordingly, researchers have devoted some attention to how SMEs get increasingly involved with social activities and initiatives (i.e. addressing social and environmental challenges through their firms). The authors highlight existing findings and propose future research opportunities based on our three essential and motivating questions.

Details

New England Journal of Entrepreneurship, vol. 24 no. 2
Type: Research Article
ISSN: 1550-333X

Keywords

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