A configurational analysis of cross-channel integration
| DOI | https://doi.org/10.1108/IMDS-06-2021-0388 |
| Published date | 27 May 2022 |
| Date | 27 May 2022 |
| Pages | 1686-1706 |
| Subject Matter | Information & knowledge management,Information systems,Data management systems,Knowledge management,Knowledge sharing,Management science & operations,Supply chain management,Supply chain information systems,Logistics,Quality management/systems |
| Author | Qi Deng,Guijun Zhuang,Sihan Li,Hailong Yang |
A configurational analysis of
cross-channel integration
Qi Deng
Department of Marketing, School of Management, Xi’an Jiaotong University,
Xi’an, China and
Suzhou University, Suzhou, China
Guijun Zhuang and Sihan Li
Department of Marketing, School of Management, Xi’an Jiaotong University,
Xi’an, China, and
Hailong Yang
School of Marketing and Logistics Management,
Nanjing University of Finance and Economics –Xianlin Campus, Nanjing, China
Abstract
Purpose –Cross-channel integration improves the operations of multi-channel and omnichannel marketing
and increase firms’overall performance. By addressing the extant gaps in curr ent literature, this
configurational analysis aims to test the combined effects of organizational, channel and environmental
factors on cross-channel integration.
Design/methodology/approach –Data were collected from a sample of 180 manufacturers. Necessary
condition analysis (NCA) was used to test whether two organizational factors (firm size and IT capability), one
environmental factor (environmental dynamism) and two channelfactors (channel diversity and proportion of
direct channels) were necessary or unnecessary conditions for high cross-channel integration. Fuzzy-set
qualitative comparative analysis (fsQCA) was applied to analyze the configurational factors of high vs low
cross-channel integration.
Findings –First, firm size and IT capability are non-linear and substitute for each other in affecting cross-
channel integration in a diversified channel system with a high proportion of direct channels. Second, in a
dynamic environment, firms with large size and IT advantage could achieve high cross-channel integration by
diversifying channel types or increasing the proportion of direct channels. Third, the effect of channel diversity
and proportion of direct channels on cross-channel integration is asymmetric depending on other antecedent
conditions.
Originality/value –The authors tested a configurational framework developed from multiple theoretical
perspectives. The authors’empirical findings contribute to the literature by providing insights into the
mechanisms underlying the formation of high and low cross-channel integration. The results suggest multiple
ways for firms to promote cross-channel integration by adjusting channel factors based on configurational
conditions.
Keywords Cross-channel integration, Channel diversity, IT capability, Configurational perspective
Paper type Research paper
1. Introduction
With the development of In ternet technologies and e- commerce, multi-channe l and
omnichannel marketing has become a regular operation of firms (Wang et al., 2021;Zhao
and Zhuang, 2021). Nonetheless, the problems caused by the misoperation of multiple
channels are becoming increasingly severe. On the one hand, information inconsistency
among channels brings consumers inconvenience in understanding goods, services or brands
(Verhoef et al., 2015). Competition for resources among the channels, on the other hand,
IMDS
122,7
1686
This research was supported by the National Natural Science Foundation of China (72072141), the
Humanities and Social Science Foundation of Anhui Province of China (SK2018ZD040) and the Scientific
Research Team Grant Project (2018kytd02). The authors thank two anonymous reviewers for their
constructive suggestions.
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/0263-5577.htm
Received 12 August 2021
Revised 12 January 2022
19 April 2022
Accepted 10 May 2022
Industrial Management & Data
Systems
Vol. 122 No. 7, 2022
pp. 1686-1706
© Emerald Publishing Limited
0263-5577
DOI 10.1108/IMDS-06-2021-0388
intensifies the cross-channel conflict (Baal, 2014). Firms thus try to integrate the operations
among channels to resolve these issues (Oh et al., 2012). Studies show that cross-channel
integration reduces cross-channel conflict, increases firms’overall performance and improves
consumers’buying experience (Zhao and Zhuang, 2021;Herhausen et al., 2015;Cao and
Li, 2015).
However, by carefully reviewing the literature on cross-channel integration, we have
found three existing gaps. First, by adopting the methods of regression analysis (Zhang et al.,
2017;Cao and Li, 2018;Wallace et al., 2009), previous studies mainly examined the net and
independent effects of various factors, and informed little on the combined effects of, and
asymmetric causalities among these factors (Ragin, 2008;Donaldson, 2001). Cross-channel
integration involves interactions between or among environmental, organizational and
channel factors; therefore, it is controversial to assume that the effects of these factors are
independent of each other. Second, drawing on different theoretical perspectives, existing
studies tested the roles of environment and resources but reached inconsistent conclusions.
For example, based on resource-based view (RBV), Luo et al. (2016) uncovered a negative
relationship between firm size and cross-channel integration and a positive relationship
between financial resources and cross-channel integration. However, on the basis of
innovation theory, Cao and Li (2018) found that the relationship between firm size and
financial resources on cross-channel integration is not significant. Third, while researchers
examined interactive effects of environmental and organizational factors (e.g. Cao and Li,
2018;Zhang et al., 2017;Luo et al., 2016), no one has yet incorporated channel factors such as
diversity and structure of multiple channels into cross-channel integration research. Indeed,
these factors are the major concerns of practitioners.
We address the gaps by applying NCA and fsQCA. We develop a research framework
from perspectives of the resource base view, the contingency theory and the literature on
marketing channels by incorporating channel diversity and proportion of direct channels.
Then, we examine complex causal relationships between configurational factors and cross-
channel integration in the context of multi-channel and omnichannel marketing. We find a
combined effect of multiple factors on cross-channel integration, as opposed to individual and
linear effects. We finally add insights about the mechanisms underlying the formation of high
and low cross-channel integration and suggest multiple ways to adjust channel structure to
promote cross-channel integration under environmental and resource conditions. This would
help practitioners improve their marketing channels management skills and increase overall
performance through cross-channel integration.
2. Literature review and research framework
Cross-channel integration is defined as “the degree to which a firm coordinates the objectives,
design and development of its channels to create synergies for the firm and offer particular
benefits to its consumers”(Cao and Li, 2015, p. 200). It is also named “online-offline channel
integration”(Herhausen et al., 2015), “multi-channel integration”(Goersch, 2002) or simply
“channel integration”(Oh et al., 2012). Multi-channel brings opportunities but at the same time
creates complexities for firms, since multi-channel management must be leveraged properly
to avoid channel cannibalization and achieve synergies (Verhoef et al., 2009). Channel
integration is associated with increased purchase intention (Lee and Kim, 2010), customer
loyalty (Zhang et al., 2010) and firm sales (Cao and Li, 2015). Therefore, it is vital for firms to
study the determinants of cross-channel integration (Cao and Li, 2018;Zhang et al., 2017).
Previous researchers have explored the antecedents of cross-channel integration from
different perspectives (see Table A1). Based on the notion of RBV that financial and physical
assets can improve the efficiency and effectiveness of firms (Barney, 1991), Luo et al. (2016)
argued that firms with well-established IT hardware devices and software systems are better
Analyzing
cross-channel
integration
1687
To continue reading
Request your trial