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.

The paper explores whether 'Big Data' (BD) has changed the process of board-level strategic decision-making. To enable a rich understanding of the issues, we gained access to directors of UK-based global organizations who were routinely involved in high-level strategic decision-making, undertaking lengthy semi-structured interviews.The quality of the data achieved is therefore a distinctive feature of our study. Our data reveal important findings in three broad areas. First, we explore the cognitive capabilities of board directors, and find evidence of a shortfall in cognitive capabilities in relation to BD, as well as issues with cognitive biases and cognitive overload.Second, we reveal the challenges to board cohesion presented by BD, including disruption to the processes of strategic decision-making, and temporal challenges relating to the speed of BD and decision-making. Finally, we show how BD is impacting on responsibility and control within senior teams, with boards undertaking reconfiguration activity, and in some instances drawing heavily on external stakeholders in order to address gaps in internal capabilities. We draw out key learning points in the context of both a knowledge-based view of the firm and a cognitive and dynamic capabilities perspective.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Troubled waters: the transformation of marketing in a digital world1960s and 1970s, research attention switched from conceptual concerns of managing the marketing function to the strategic pursuit for competitive advantage (Porter, 1985). In particular, researchers in the fields of strategic management and strategic marketing (e.g. Anderson, 1982;Day and Wensley, 1983) increasingly emphasised the managerial role of strategy formulation, while strategy implementation notably served as an "invariable consequence of planning" (Thorpe and Morgan, 2007, p. 660). Fortunately, as Thorpe and Morgan (2007, p. 660) continue, insights have since "tempered our knowledge of developing marketing strategy with the realities of executing it". While strategic planning fell out of vogue in the 1980s (Webster, 2005), debates concerning marketing's central role in strategy formulation (e.g. BrowneRamaseshan et al., 2012; Varadarajan et al. 2001; Wind and Robertson, 1983) continue to elicit strong interest today (Kumar, 2015; Morgan, 2012).The reasons for this interest are clear but by no means straightforward to address within empirical research inquiry, not least because the breadth of debate has fragmented the research agenda (Browne, 2014). For example, Varadarajan (2010, p. 119) views the evolution of the field of strategic marketing as "a confluence of perspectives, paradigms, theories, concepts, frameworks, principles, methods, models and metrics from a number of related fields of study". While he suggests that this cumulative body of literature is indicative of substantive, theoretical and methodological advances, concerns that have been repeated over a number of decades are widely evident (e.g. Bartels, 1974;Wind and Robertson, 1983;Day, 1992;Reibstein et al., 2009), triggering the feared realization of an irretrievable disciplinary

PurposeThe purpose is: first to review the marketing segmentation literature and its antecedents; second, to evaluate the organizational practice of marketing segmentation in a specific commercial context noted for its dynamism and complexity, fashion retailing; third, to assess theoretical and practical implications; and finally to identify an agenda for future research.Design/methodology/approachThrough the analysis of an instrumental case study examining practice in fashion retailing this paper makes a contribution to current market segmentation debates. Sensemaking properties are used as a disciplined structure in which to report the case and make sense of segmentation.FindingsThis research demonstrates that the definition and scope of market segmentation is broader than the current marketing literature suggests. In practice, based on evidence from this research, contemporary segmentation solutions include implicit assumptions, judgement and compressed experience, which are latent within the modelling processes.Research limitations/implicationsFurther research needs to be extended to different organizational settings in order to develop further our understanding of the tacit and intuitive aspects of segmentation decisions.Practical implicationsIntuitive decision‐making processes and tacit knowledge employed in them are difficult to replicate and make explicit. However, a better understanding of these intuitive processes would offer practitioners an opportunity to systematically improve the quality of decision‐making.Originality/valueThis research broadens normative theoretical perspectives on market segmentation by highlighting intuitive and tacit dimensions. Combining sensemaking within the case study analysis has helped structure thought trials to provide a rare qualitative insight into the managerial construction of segmentation.

The evolving consumption landscape creates challenges for retailers in accommodating their modus operandi to negotiate changing consumer needs, arguably requiring a ‘new’ type of retailing to hopefully facilitate future success. We suggest that an important aspect of such negotiation will be the use of ‘pop-up’ activity, and we critically evaluate the potential of these ephemeral consumption spaces to constitute and shape consumers’ brand-oriented relations and experiences into the future. Informed by the work of Deleuze and Guattari, we take a territorological perspective. Drawing on data from eight UK-based pop-up cases, we (1) analyse how these temporary ‘territories’ of brand experience are developed and implemented; (2) analyse what differentiates them from other, traditionally conceived, territories of brand experience; and (3) critically evaluate pop-up’s neglected characterisation in terms of a more ‘fluid’ spatial-temporal retail territory, to better understand its role in contemporary consumer culture. We posit that the development of pop-up activities occurs through the coordination of actions of a variety of stakeholders, constituting a spatial-temporal confluence of both material and processual elements to create a ‘ refrain’, through the compression and compaction of interior, intermediary, exterior and annexed milieus. In doing so, we offer a new lens through which to view the creation of retail consumption spaces.