Implementation processes of online and offline channel conflict management strategies in manufacturing enterprises: A resource orchestration perspective |
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| Institution: | 1. School of Business, East China University of Science and Technology, Shanghai, China;2. School of Information Management, Wuhan University, Wuchang District, 430072, Wuhan, China;3. School of Management, Harbin Institute of Technology, Harbin, China;1. Montclair State University, Department of Information Management and Business Analytics, School of Business, 1 University Ave, Montclair, NJ 07043, United States;2. Quinnipiac University, Department of Computer Information Systems, School of Business, 275 Mt Carmel Ave, Hamden, CT 06518, United States;1. School of Management, University of Science and Technology of China, 96 Jinzhai Road, Hefei, Anhui, China;2. School of Management, Xiamen University, 422 South Siming Road, Xiamen, China;3. School of Business, Clarkson University, 8 Clarkson Avenue, PO Box 5790, Potsdam, NY 13699, USA;4. Department of Information Systems, City University of Hong Kong, 83 Tat Chee Avenue, Kowloon, Hong Kong;5. School of Management, Zhejiang University, 866 Yuhangtang Road, Hangzhou, China |
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| Abstract: | The rapid development of e-commerce is driving many traditional manufacturing enterprises to establish online channels. This typically leads to online and offline channel conflicts for these enterprises. Existing studies on channel conflict management primarily focus on describing the conflicts and discussing the types of strategies. Utilizing the case study method and taking the resource orchestration perspective as the theoretical lens, this study examines the implementation processes of online and offline channel integration and segmentation strategies in two Chinese manufacturing enterprises. The findings reveal the prerequisite to select online and offline integration and segmentation strategies, and specific resource orchestration actions and capabilities generated under the guidance of the integration and segmentation strategies. This study has theoretical implications to the online and offline channel conflict management strategies by extending the “what” question to the “how” question. In addition, this study also provides references to practitioners for selecting and implementing appropriate online and offline channel conflict management strategies. |
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| Keywords: | Channel conflict management strategy Online channel Offline channel Resource orchestration Capability |
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