Creating discursive channels: generating and disseminating impactful research insights into the strategic sales enablement of retail technology

Abstract

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.

Managerial approaches and sociotechnical implications of the adoption of consumer-facing in-store technology in organizational processes: the case of fashion retail

“…However, this study also emphasizes the sociotechnical implications of organizational technology adoption that are critical for successful implementation of a broad range of retail technologies that are directly experienced by consumers, building on previous work that had begun to highlight these key interrelationships (see Berg et al, 2005;Bonetti et al, 2022;Kaarst-Brown and Robey, 1999;Manfreda and Štemberger, 2019;Naicker and Van Der Merwe, 2018). In particular, this study identified how sociotechnical implications are influenced by the contrasting demographics/characteristics and experience with technology of the various actors involved in the adoption decision and implementation processes, building on previous work by Bonetti et al (2022), Manfreda and Štemberger (2019), Montecchi et al (2022), Olsson et al (2019) and Shankar et al (2020), Addressing RQ3, CFIT types, and the related drivers/barriers and reasons, lead to different approaches to CFIT adoption decisions; termed embedded, transformative and opportunistic, (outlined in Table IV), which develops a categorization of sociotechnical implications identified in practitioner literature (e.g. Lawson 2022).…”

“…technology suppliers, business consultants, investment partners) and the inter-organizational relationships across internal and external actors (i.e. alignment amongst actors involved or interaction barriers - Manfreda and Štemberger, 2019;Montecchi et al, 2022); government regulations (e.g. support for organizational R&D, privacy policies, regulations to attract skilled labor); and technology infrastructure support.…”

“…technologies already in use, developed by internal departments), or external to the retailer (e.g. developed by IT providers) (Baker, 2011;Montecchi et al, 2022). Key factors influencing the degree of CFIT adoption include: perceived benefits and associated risks (Javornik et al, 2021;Pantano and Vannucci, 2019); costs and expected return on investment (Inman and Nikolova, 2017;Ramanathan et al, 2017;Shankar et al, 2020); purpose (including hedonic and/or functional - Bonetti et al, 2019;Javornik et al, 2021;Ogunjimi et al, 2021); complexity (i.e.…”

“…Several actors vested in the change -e.g. senior managers, employees and external partners such as technology providers and consultants -and their interrelationships impact on CFIT adoption and implementation (Bonetti et al, 2022;Manfreda and Štemberger, 2019;Montecchi et al, 2022;Olsson et al, 2019;Shankar et al, 2020). The role of senior managers can entail involving and empowering relevant individuals to engage in processes of CFIT co-creation (Bonetti et al, 2022).…”

“…Whilst retailing literature has started to uncover implications regarding the adoption and implementation of innovative technologies from practitioner perspectives (Bonetti et al, 2022;Manfreda and Štemberger, 2019;Montecchi et al, 2022;Olsson et al, 2019), it has not yet investigated how reasons for their introduction and consequent sociotechnical implications relate to each other.…”