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Purpose The purpose of this paper is to investigate the impact of logistics service quality (LSQ) on consumer satisfaction and loyalty in an omni-channel retail environment. Design/methodology/approach An empirical, survey-based approach is used to collect data from consumers about experiences with two different omni-channel retail scenarios: buy-online-pickup-in-store (BOPS), and buy-in-store-ship-direct (BSSD). Participants responded to questions regarding the LSQ, consumer satisfaction, and consumer loyalty relative to their actual experience in one of these situations. Findings Results suggest that omni-channel consumers are truly unique, and all three dimensions of LSQ (condition, availability, and timeliness) are distinct in their impact on satisfaction and loyalty. Results suggest that in the BOPS sample, consumer satisfaction partially mediates the relationship between condition and loyalty and fully mediates the relationship between timeliness and loyalty. In the BSSD model, consumer satisfaction partially mediates the relationship between timeliness and consumer loyalty. Research limitations/implications This research studies LSQ in two different omni-channel scenarios; additional research is needed to explore other omni-channel scenarios and extend the findings to be more generalizable. Practical implications Managers should recognize that for omni-channel consumers, timeliness is the essential driver of satisfaction and loyalty. Retailers need to account for this reality and dedicate substantial resources to meet delivery requirements in a timely manner. Logistics service providers need to emphasize speed and reliability of their delivery processes for omni-channel consumers. Originality/value This research is the first attempt at conceptualizing LSQ in an omni-channel supply chain, and testing the impact of LSQ on consumer satisfaction and loyalty.

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Although the literature on product recalls is informative, our understanding of these events is still in its infancy. To promote and guide future research in this nascent area, we engaged in a two‐step process that included a systematic review and categorization of product recall‐related literature and interviews with executives from along the entire supply chain. By oscillating between findings in the literature and themes that emerged during our interactions with executives, we discovered several research opportunities that have yet to be systematically examined by scholars. We also highlight four underutilized theories in supply chain management research—upper echelons theory, punctuated equilibrium theory, enactment theory, and justice theory—that could help guide future research in this area. For managers, this study reveals insights related to four key aspects of product recalls: (1) recall precursors (factors that may lead to recalls); (2) the recall process; (3) the impact of recalls; and (4) mitigation approaches (mechanisms firms can employ to reduce the impact of recalls). For scholars, our study identifies several emergent research opportunities and theoretical lenses in the same four areas and thus serves as a road map for future product recall research.