Browsing by Author "Hajdas, Monika"
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- Channel integration puzzle: internal obstacles, industry drivers and omnichannel capabilitiesPublication . Hajdas, Monika; Radomska, Joanna; Kawa, Arkadiusz; Klimas, Patrycja; Silva, Susana C.Purpose – In this paper, we aim to advance the research on how companies navigate channel integration by examining the internal and external challenges they encounter. Specifically, we investigate how internal obstacles and external industry drivers affect the level of channel integration. Design/methodology/approach – In our quantitative study, we collected the relevant data from 412 firms operating in over 20 diverse industries and offering both online and offline channels. We also explore how organizational omnichannel capabilities moderate the relation between internal and external factors and the level of channel integration. Findings – Our results indicate that channel integration is hindered by internal barriers, including limitations in operational efficiency, strategy and organizational culture. Additionally, external pressures stemming from industry-specific factors contribute to these challenges. Conversely, positive influences may arise from micro- environmental factors, such as an existing customer base already literate with omnichannel solutions or competitors advanced in omnichannel strategies. Originality/value – To evaluate the effects of channel integration, we examine its influence on performance across multiple dimensions (short-term, long-term and comparative), extending prior research that has predominantly emphasized short-term performance metrics.
- Consumer guilt proneness scale: assessing individual differences in responses to transgressive consumption situationsPublication . Martins, Carla C.; Silva, Susana C.; Radomska, Joanna; Hajdas, MonikaFeeling or anticipating guilt associated with consumption situations may lead consumers to adjust their behaviors to avoid those unpleasant feelings and better conform to their personal, moral, and social standards. The experience of guilt regarding a consumption situation is influenced by both contextual factors, including marketing communications, and personal traits, namely the individual's proneness to feel guilt related to consumption. While research has examined the influence of contextual variables on guilt, the individual predisposition to feel guilt associated with consumption has received little attention. Understanding individual consumer guilt proneness can assist managers in customizing strategies to diverse guilt responses: recognizing varying susceptibility to guilt enables personalized approaches across the consumer journey, fostering empathetic managerial actions. This understanding can significantly impact consumer satisfaction, loyalty, and the success of marketing strategies. This study conceptualizes and proposes a measure of consumer guilt proneness, the individual tendency to feel guilt regarding transgressive consumption situations. To define the conceptual domain, a literature review is complemented with a qualitative study. Five dimensions corresponding to sources of guilt (health, extravagance, social influence, misevaluation, and ethics and sustainability) create the initial pool of items. Exploratory and confirmatory factor analyses corroborate the five-factor measurement model. The final scale demonstrates adequate convergent, discriminant, and nomological validity. Finally, the instrument is cross-culturally validated in three countries—Portugal, Poland, and Brazil—which not only strengthens the evidence of its validity and reliability but also lends credibility to its broader application in diverse cultural environments, particularly within Western cultures.
- Don’t tell me stories – the narratives of retirement and their relation with brand associationsPublication . Hajdas, Monika; Radomska, Joanna; Szpulak, Aleksandra; Silva, Susana C.Purpose: The concept of cultural branding based on various narratives has been established in the marketing literature, but there is a lack of studies linking this concept with brand-related effects. The aim of this paper is to explore and explain the possible relationships between various brand narratives based on the changing meaning of retirement and brand associations. Design/methodology/approach: An experimental design was used to test the proposed conceptual model and examine the impact of brand narrative on brand associations. Data were collected using an online survey from a random group of 432 respondents and analyzed using MANOVA. Findings: Our research did not confirm that in the case of financial products, brand narratives represented by distinctive retirement cultural codes had an impact on brand associations. Partial relation was found only for brand personality. Originality: This is the first study that explores brand narratives’ based on cultural codes relations with brand associations.
- Omnichannel approach: a utopia for companies?Publication . Hajdas, Monika; Radomska, Joanna; Silva, Susana
- The cultural codes of retirement and their impact on brand associationsPublication . Silva, Susana C.; Hajdas, Monika; Radomska, Joanna
- The omni-channel approach: a utopia for companies?Publication . Hajdas, Monika; Radomska, Joanna; Silva, Susana Costa eThere has been a shift towards providing a seamless consumer journey experience in the retail industry, resulting from a customer-centric approach. In the new paradigm, channels are becoming more intertwined and intricate, and ultimately more companies are embracing the omni-channel alternative. However, this alternative seems to be difficult for companies to operationalize. Such difficulty is due to several factors that need to be identified and disentangled. Therefore, in this study we consider the barriers faced by firms and categorize them to understand whether it is possible to successfully implement the omni-channel approach. We use four case studies to investigate the obstacles, looking for brands that operate in different industries, represent different levels of channel integration and have had different experiences in the retail industry. We identify two types of obstacles: internal, including operational and strategic barriers (employee-related, organizational and vision-related factors); and external, including product-related, customer-related, legal and competitive drivers. We propose a theoretical framework that shows the scope of industry drivers affecting the implementation of an omni-channel strategy, as well as a model showing how internal and external factors affect the evolution of channel integration. As a result, we claim that for some industries and products, even if internal obstacles are significantly reduced, because of industry drivers, successful implementation of the omni-channel approach may ultimately be a utopia.
- Unveiling retail omnichannel challenges: developing an omnichannel obstacles scalePublication . Radomska, Joanna; Kawa, Arkadiusz; Hajdas, Monika; Klimas, Patrycja; Silva, Susana C.Purpose: Retail omnichannel implementation faces barriers hindering accurate and efficient integration across marketing channels. Our desk examination identified a need for a broader perspective in investigating these barriers, moving away from a dominant, narrow approach. This research aims to develop a comprehensive set of items to measure retail omnichannel obstacles, refine the scale and assess its reliability and validity for a robust measurement tool. Design/methodology/approach: Our approach combines quantitative and qualitative methods, using data from primary and secondary sources to create and validate the omnichannel obstacles scale. Findings: This study emphasises the inclusive nature of retail functional areas, departing from prior literature that examined them in isolation. Instead of focussing on separate domains where retail omnichannel obstacles may arise, we adopt a holistic perspective by integrating previously disconnected elements. Originality/value: We assert that challenges in retail omnichannel operations encompass three distinct dimensions: operational efficiency, channel inefficiency, and strategy and organisational culture within retailing. In our final validated measurement model, we consolidate the channel inefficiency dimension and refine the omnichannel obstacles scale to emphasise two areas of consideration.