How does differentiated multichannel collaboration matter? The boom-bust effects on online–offline store images

Abstract

PurposeDrawing on open systems theory, this study aims to investigate the direct and moderating effects of information collaboration in the pre-sale stage, transaction management collaboration in the transaction stage and customer service collaboration in the post-sale stage on the linkages of the online–offline store image and the market performance of small sellers.Design/methodology/approachData were collected from multiple sources, including self-reported and online objective data from 148 small restaurants that simultaneously sell online and offline, for validating the developed research model. Partial least squares-based structural equation modeling was used for data analysis.FindingsThis study illustrates the direct effects of an online store’s image and online–offline collaborations on the market performance of small stores. This study further reveals the boom-bust moderating effects of different collaborations between online–offline images and market performance.Practical implicationsSmall stores should be aware of the importance of information congruence and functional integration concerning online–offline collaboration. They should also recognize the paradoxical intervening effects of online–offline collaboration on different channels and arrange appropriate collaboration tactics.Originality/valueThis study presents a significant contribution to the open systems theory by revealing both constructive and destructive properties of the online–offline collaborative system with offline-to-online targeting. Vertically differentiated online–offline collaboration may strengthen one side of the store image but weaken the other side for promoting the market performance of small stores.