Augmented reality (AR) and virtual reality (VR) have emerged as rapidly developing technologies used in both physical and online retailing to enhance the selling environment and shopping experience. However, academic research on, and practical applications of, AR and VR in retail are still fragmented, and this state of affairs is arguably attributable to the interdisciplinary origins of the topic. Undertaking a comparative chronological analysis of AR and VR research and applications in a retail context, this paper synthesises current debates to provide an up-to-date perspective -incorporating issues relating to motives, applications and implementation of AR and VR by retailers, as well as consumer acceptance -and to frame the basis for a future research agenda.

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Several current trends in the fashion retail and marketing landscape are associated with the ongoing digital revolution, including the increasing tendency for fashion retailers to adopt consumer-facing digital technologies across their online and physical store formats. Such technology helps improve the store environment by conferring a more engaging and stimulating shopping experience for consumers. This chapter provides a review of existing literature, supported by relevant industry reports and current examples from key players in the fashion retail sector, to provide a comprehensive analysis of different types of consumer-facing digital technology in various fashion store formats and how they impact on the overall shopping experience. The authors review a number of technologies including interactive touchscreens, RFID tags, beacon technology, magic mirrors and mobile apps, and consider how they are implemented in online stores, digitally enhanced stores, brand stores and pop-up stores in the fashion sector.

Many retailers invest in artificial intelligence (AI) to improve operational efficiency or enhance customer experience. However, AI often disrupts employees’ ways of working causing them to resist change, thus threatening the successful embedding and sustained usage of the technology. Using a longitudinal, multi-site ethnographic approach combining 74 stakeholder interviews and 14 on-site retail observations over a 5-year period, this article examines how employees’ practices change when retailers invest in AI. Practice co-evolution is identified as the process that undergirds successful AI integration and enables retail employees’ sustained usage of AI. Unlike product or practice diffusion, which may be organic or fortuitous, practice co-evolution is an orchestrated, collaborative process in which a practice is co-envisioned, co-adapted, and co-(re)aligned. To be sustained, practice co-evolution must be recursive and enabled via intentional knowledge transfers. This empirically-derived recursive phasic model provides a roadmap for successful retail AI embedding, and fruitful future research avenues. Supplementary Information The online version contains supplementary material available at 10.1007/s11747-022-00896-1.

Drawing upon previous research into immersive environments and technologyenhanced stores, this exploratory study elucidates the concept of the 'augmented store'-a physical store modified to accommodate augmented reality (AR) technology. In doing so, it extends previous research conducted in experimental laboratory settings to an empirical real-world scenario. Qualitative data gathered from interviews with, and observation of, consumers using AR technology in-store are analysed to provide naturalistic understandings of interactions with, and perceptions of, a physical store enhanced with AR technology. Findings suggest that consumers appreciate the ability to experience an enhanced, more immersive store environment arising from the AR experience. They perceive interaction with the augmented store to be 'realistic' and articulated hedonic motivations as drivers for interaction in this shopping environment. The augmented store appears to stimulate brand engagement, increasing consumers' desire to shop at the retailer, providing managerial opportunities to reinforce brand positioning.

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Purpose To meet the complex technology needs of retail clients, technology providers must work in a close partnership with their clients and co-envisage a strategic vision for the role that technology should play in the client’s value chain. However, many providers lack the sales capabilities needed to do this. This study aims to examine the need for providers to transition from transaction-oriented to solution selling-oriented approaches. To do so, this study explores the impact outcomes of a knowledge-exchange intervention co-designed with a partner from industry. Design/methodology/approach Building on empirical insights from an ongoing research programme that examines retail technology implementations, this study developed a knowledge exchange intervention consisting of planning discursive channels, co-defining the scope, co-developing knowledge, executing the intervention and assessing impact outcomes. Discursive channels – multi-lateral communication channels that allow researchers to work collaboratively with the research partner and other stakeholders – emerge as a critical knowledge-exchange mechanism to generate impact outcomes. Findings The knowledge-exchange intervention provides impact by enabling the industry partner to establish cross-functional solutions teams, assess retail clients’ technological needs, aid decision-making, define barriers to implementation and develop a coaching approach to support clients’ technological investments. Impact outcomes vary in magnitude, intensity, scope and duration and can also be unintentional where unplanned changes are embedded into practice. Originality/value This impact framework offers a roadmap to orchestrate impact outcomes that emerge from academic enquiries.