Interactive Technologies and Retailing Strategy: A Review, Conceptual Framework and Future Research Directions

Journal of Interactive Marketing (2010), 24 (2), 96-110

15 Pages Posted: 20 Dec 2013 Last revised: 31 Dec 2016

See all articles by Paul A. Pavlou

Paul A. Pavlou

Temple University - Department of Management Information Systems; Temple University - Department of Strategic Management

Rajan Varadarajan

Texas A&M University - Department of Marketing

Raji Srinivasan

University of Texas at Austin - Red McCombs School of Business

Gautham Gaopl Vadakkepatt

Texas A&M University - Mays Business School

Manjit S. Yadav

Texas A&M University - Department of Marketing

Sandeep Krishnamurthy

University of Washington, Bothell - E-Commerce and Marketing

Tom Krause

Advance Auto

Date Written: 2010

Abstract

During the past decade, a number of interactive technologies, including the Internet, have fundamentally transformed how retailers compete in the marketplace. In a similar vein, emerging interactive technologies can be expected to significantly alter the retailing landscape through their impact on retailing strategy and operations. Furthermore, it is conceivable that certain emerging interactive technologies will be perceived by some retailers as enablers (tools to more effectively compete in the marketplace) and by other retailers as disruptors of the present ways of doing business. Interactive technologies can either be generic, a technology that is readily available from an information technology (IT) vendor and is widely adopted by retailers, or proprietary. An interactive technology that is proprietary can enable a firm to generate economic rents from the innovation for an extended duration of time. Investing in a generic interactive technology, however, may be perceived as a cost of doing business for a retailer, and not a potential source of sustainable competitive advantage. However, a retailer's complementary resource endowments may enable the retailer to more effectively leverage a generic technology relative to its competitors and thereby achieve a sustainable competitive advantage. In this paper, we review the related literature, develop a process model delineating the mechanisms by which an interactive technology can affect and necessitate changes in retailers' strategies and identify directions for future research.

Keywords: Interactive technology, Interactive retailing technology, Retailing strategy, Strategy capabilities

Suggested Citation

Pavlou, Paul A. and Varadarajan, Rajan and Srinivasan, Raji and Vadakkepatt, Gautham Gaopl and Yadav, Manjit S. and Krishnamurthy, Sandeep and Krause, Tom, Interactive Technologies and Retailing Strategy: A Review, Conceptual Framework and Future Research Directions (2010). Journal of Interactive Marketing (2010), 24 (2), 96-110. Available at SSRN: https://ssrn.com/abstract=2369367

Paul A. Pavlou

Temple University - Department of Management Information Systems ( email )

1810 N. 13th Street
Floor 2
Philadelphia, PA 19128
United States

Temple University - Department of Strategic Management ( email )

Fox School of Business and Management
Philadelphia, PA 19122
United States

Rajan Varadarajan (Contact Author)

Texas A&M University - Department of Marketing ( email )

430 Wehner
College Station, TX 77843-4218
United States

Raji Srinivasan

University of Texas at Austin - Red McCombs School of Business ( email )

Austin, TX 78712
United States

Gautham Gaopl Vadakkepatt

Texas A&M University - Mays Business School ( email )

Wehner 401Q, MS 4353
College Station, TX 77843-4218
United States

Manjit S. Yadav

Texas A&M University - Department of Marketing ( email )

430 Wehner
College Station, TX 77843-4218
United States

Sandeep Krishnamurthy

University of Washington, Bothell - E-Commerce and Marketing ( email )

Business Administration Program, UW-1-233
18115, Campus Way NE
Bothell, WA Washington State 98011
United States
(425) 352 5229 (Phone)
(425) 352 5277 (Fax)

HOME PAGE: http://faculty.washington.edu/sandeep

Tom Krause

Advance Auto

United States

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