Social Construction of Retail Digitalization: Managerial Perspectives
Walker, Charlotte Rebecca (2019)
2019
Master's Degree Programme in Leadership for Change
Johtamisen ja talouden tiedekunta - Faculty of Management and Business
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Hyväksymispäivämäärä
2019-11-22
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:tuni-201911115877
https://urn.fi/URN:NBN:fi:tuni-201911115877
Tiivistelmä
Digitalization is a pervasive movement, shifting society rapidly into the next industrial revolution and causing disruption to traditional ways of working. This movement has had major ramifications on brick and mortar retailers, redefining the traditional business model and offering opportunities to enhance the customer experience. The purpose of this study was to gain a holistic understanding of the digital transformation of retail from a retail manager’s perspective, thus, this study explores the ways in which retail managers are socially constructing retail digitalization. To address the lack of an established conceptualization of digitalization from a retail managers’ perspective, I applied an exploratory, framing analysis approach to this research gap. This procedure involved integrating field-based insights from 26 managers within the retail sector across Finland and the UK with supplementary literature on the topic of retail digitalization.
Through conducting this research, three framing categories were identified, including: 1) investing in digital strategy and management, 2) changing organizational competences and mindset, and 3) shifting power to the retail customer, which were formulated based on nine managerial framings that were developed in the analysis. The findings indicate that though managers are aware of the various threats caused by digitalization, overall, they consider it a positive movement that stimulates innovation, offers new solutions, improves business processes, and enables a better service offering for customers. This study suggests that undergoing the digital transformation is not only a technological change in processes and systems, but a human change in terms of ways of thinking and working. The findings further indicate that retail managers must develop with the organization and have a thorough understanding of their business and the retail market.
This study makes theoretical contributions by supporting ideas that are explored in existing literature such as the challenges related to creating the omni-channel business model, while adding the managerial perspective on various issues surrounding this organizational change. This study also contests some points made in the current literature on the death of high street by highlighting the hedonic value that brick and mortar retailers offer their customers which cannot be replaced by other channels. New perspectives were also contributed through this study by exploring how managers view data and analytics as important tools in organizational decision making and understanding the business. Finally, this study highlights an unexplored area in the literature, more specifically, the significance that retail managers place on the human side of the organization through the digital transformation.
Through conducting this research, three framing categories were identified, including: 1) investing in digital strategy and management, 2) changing organizational competences and mindset, and 3) shifting power to the retail customer, which were formulated based on nine managerial framings that were developed in the analysis. The findings indicate that though managers are aware of the various threats caused by digitalization, overall, they consider it a positive movement that stimulates innovation, offers new solutions, improves business processes, and enables a better service offering for customers. This study suggests that undergoing the digital transformation is not only a technological change in processes and systems, but a human change in terms of ways of thinking and working. The findings further indicate that retail managers must develop with the organization and have a thorough understanding of their business and the retail market.
This study makes theoretical contributions by supporting ideas that are explored in existing literature such as the challenges related to creating the omni-channel business model, while adding the managerial perspective on various issues surrounding this organizational change. This study also contests some points made in the current literature on the death of high street by highlighting the hedonic value that brick and mortar retailers offer their customers which cannot be replaced by other channels. New perspectives were also contributed through this study by exploring how managers view data and analytics as important tools in organizational decision making and understanding the business. Finally, this study highlights an unexplored area in the literature, more specifically, the significance that retail managers place on the human side of the organization through the digital transformation.