E-tailers adaptation during early stages of “social distancing causing crises”: an exploratory study

Abstract

PurposeThis paper studies the impact of social distancing causing crises (SDCC) such as pandemics in its early stages on e-tailers demand and supply side operations and provides a conceptual framework for adaptation.Design/methodology/approachA grounded theory-based approach has been used, wherein journal papers and news articles are the key data sources. Standard qualitative methodology, including open, axial and selective coding has been followed.FindingsThe study provides second order themes derived from first-order categories, the theoretical dimensions and their interrelationships on how e-tailers need to adapt to variations in online buying behaviour, manage manpower shortage and daily necessities inventory shortage, during SDCC. Panic buying emerges as a key disrupting factor as it has multiple repercussions on demand and supply side operations of e-tailers.Research limitations/implicationsExploratory qualitative research such as this is helpful in early development of a research stream and paves the way for future quantitative studies.Practical implicationsThis study makes a valuable contribution on e-tailers adaptation to SDCC with significant managerial implications. There are social, economic and policy implications too. For academicians, this study provides a conceptual framework and serves as a springboard for future research.Originality/valueThe study is unique as perhaps it is one of the first to study e-tailers adaptation to SDCC. It contributes to a body of the literature which is currently scarce but expected to grow exponentially in the coming years.

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“…The retail landscape is transforming in light of the pandemic, as well as through digitalization and prevalence of omni-channel approaches to distribution (Frasquet et al, 2021;Verhoef et al, 2015;Halan, 2021). These shifts entail complexities in pricing, services, human resources, know-how, as well as last mile (LM) logistics practices (H€ ubner et al, 2016a).…”

“…Such a dynamic environment not only affects business strategies but also raises the need for innovative logistics practices and flexibility (Cao, 2014;Jeanpert and Pach e, 2016;Jocevski et al, 2019;Lim and Winkenbach, 2018;Sandberg, 2021), notably because firm characteristics evolve over time (Davis-Sramek et al, 2020). For instance, during the COVID-19 pandemic, increased consumer demand for contactless shopping (Halan, 2021) and home deliveries (HD) has prompted retailers and LSPs to explore autonomous delivery robots (Pani et al, 2020). Given the inconsistencies among firms, there does not exist one magic LM practice fitting all retailers, given its importance in differentiation and positioning (Ishfaq et al, 2016).…”

“…, 2020). For instance, during the COVID-19 pandemic, increased consumer demand for contactless shopping (Halan, 2021) and home deliveries (HD) has prompted retailers and LSPs to explore autonomous delivery robots (Pani et al. , 2020).…”

Responding to supply chain disruptions caused by the COVID-19 pandemic: A Black Swan event for omnichannel retailers

“…Magableh (2021:13) debate that the COVID-19 pandemic is different from other 'Black Swan' events as it simultaneously disrupted both demand and supply. Supply disruptions originated from delays in delivering certain raw materials and imports, whilst demand was disrupted because of the sudden changes in consumer lifestyles, which wholly altered consumers' way of living, working and shopping (Halan 2021). Indeed, traditional SCD planning, mitigation, and recovery strategies were insufficient in responding to the mega disruptions caused by the COVID-19 pandemic (Paul & Chowdhury 2020:284).…”