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IJRDM
52,6 Amplifying commitment and
word-of-mouth in fashion retailing
through omni-channel experiences
706 Ulun Akturan and Deniz Kuter
Department of Business Administration, Galatasaray University,
Received 11 September 2023
Revised 26 September 2023
Istanbul, Turkey
28 September 2023
1 February 2024
23 February 2024 Abstract
6 May 2024 Purpose – This study aims to explore the effects of the omni-channel experience on customer commitment and
Accepted 21 June 2024 word-of-mouth (WOM) intention within the context of fashion retailing in an emerging country, T€ urkiye.
Design/methodology/approach – In the study, data was collected online from 346 consumers. The
hypothesised relationships were tested using SEM via AMOS.
Findings – Three sub-dimensions of the omni-channel experience are validated, namely consistency,
connectivity, and personalisation, and while consistency and personalisation positively affected customer
commitment, they did not indicate any direct influence on WOM intention. On the other hand, connectivity
affected WOM intention but not customer commitment. In conclusion, even though consistency, connectivity,
and personalisation constitute the omni-channel experience, they have differing behavioural outcomes.
Furthermore, fashion retail customers’ commitment positively influenced WOM intentions.
Research limitations/implications – This study contributes to the literature in four main areas: First, this
study validates the omni-channel experience scale. Secondly, it extends social exchange theory in omni-channel
retailing research. Thirdly, it develops a micro-perspective on the omni-channel experience. Lastly, it puts forth
that the effects of consistency, connectivity, and personalisation on customer commitment and WOM intention
differ.
Practical implications – The omni-channel experience is a multi-dimensional concept. Retail managers
should invest in consistency, connectivity, and personalisation to amplify customer commitment and WOM
intention.
Originality/value – This study explores how customer commitment and WOM intention are enhanced
through an omni-channel experience.
Keywords Omni-channel customer experience, Seamless experience, Customer commitment,
Word-of-mouth intention, Fashion retailers
Paper type Research paper

Introduction
Retail, after finance and real estate, is the third-largest industry (Cicea et al., 2022), where
digitalisation and information technologies have enabled multi-channel and omni-channel
retailing to emerge as new business models. While multi-channel retailing involves serving the
customer via different channels that act independently, omni-channel retailing focuses on
synchronising all as one channel (Verhoef et al., 2015). In the post-COVID-19 era, retailers need to
formulate an omni-channel strategy to sustain their competitiveness (Mrutzek-Hartmann et al.,
2022). Developing dynamic skills and organisational renewal are two strategies to gain a
competitive edge while introducing and improving new channels and services (Cocco and De-Juan-
Vigaray, 2022).
Previous literature concludes that the omni-channel customer experience is a multi-
dimensional concept including connectivity, integration, consistency, flexibility, and
personalisation (Shi et al., 2020). The functioning of these sub-dimensions, however,
International Journal of Retail &
Distribution Management
Vol. 52 No. 6, 2024
pp. 706-720
© Emerald Publishing Limited The authors thank the support given by the Galatasaray University Scientific Research Projects
0959-0552
DOI 10.1108/IJRDM-09-2023-0545 Commission (Research Project No. FBA-2021-1053). The authors also thank Dilara Erşen and Fatoş Bilgin.
remains unexplored. Different touchpoints within the omni-channel environment elicit varied International
behaviours from customers, as “different customer interaction contexts represent different Journal of Retail &
experience contexts in omnichannel environments” (Gahler et al., 2023, p. 193). Accordingly, Distribution
Yin et al. (2022) concluded that the components of omni-channel retailing—integration, Management
individualisation, and interaction—have varying effects on fashion retail brands.
Correspondingly, this paper addresses the call for further research into omni-channel
experience (Sharma and Dutta, 2023) by approaching omni-channel retailing from a micro-
perspective and by exploring the effects of its sub-dimensions on customer commitment and 707
WOM intention.
This study makes theoretical contributions firstly by verifying the multi-
dimensionality of the omni-channel experience scale, which has yet to be validated
cross-culturally (Shi et al., 2020). Secondly, it extends Social Exchange Theory (SET)
into the omni-channel retail setting to explain the outcomes of the omni-channel
experience. Thirdly, it enhances the comprehensive understanding of the intricate
elements within the customer experience (Lemon and Verhoef, 2016) by examining the
effects of specific sub-experiences. Lastly, it explores customer commitment and WOM
intention as behavioural outcomes of the omni-channel experience and discusses the
differing effects of the sub-dimensions. Commitment and WOM intention are core
concepts in the buyer-seller relationship. Commitment is described as “consumers’
willingness to continue a valued relationship” (Nadeem et al., 2020, p. 3), and WOM
intention reflects the engagement of the customers that extends beyond a purchase or
transaction (Rodriguez-Torrico et al., 2023).

Theoretical framework
Omni-channel retailing
Omni-channel retailing is concerned with the integration of available channels to provide an
uninterrupted customer experience across optimised touchpoints (Hickman et al., 2019). The
goal is to offer customers channels where they can enjoy a seamless experience (Chen et al.,
2022). This requires retailers to continuously improve by analysing customer interaction data
and history from all channels (Asmare and Zewdie, 2022).
Omni-channel customers commonly engage with various touchpoints simultaneously,
such as utilising mobile internet access in a physical store to research products or compare
prices (Chang and Li, 2022). When moving between touchpoints, regardless of their preferred
channel—be it physical, mobile, or online—customers expect an effortless journey and a
unified shopping experience across integrated channels (Larke et al., 2018). Identifying the
customer throughout their journey, providing seamless and flexible interaction with the
channels, and maintaining consistent communication are important for omni-channel
retailing (Dalla Pozza, 2022).
The aim is to create a unified experience, stemming from diverse sub-dimensions (Chang
and Li, 2022), that influences consumers’ shopping intentions, usage behaviour, customer
loyalty, and perceived compatibility while reducing perceived risks (Quach et al., 2022). This
study considers the omni-channel experience as a multi-dimensional construct that includes
five dimensions: (1) consistency, (2) connectivity, (3) personalisation, (4) integration, and (5)
flexibility (Shi et al., 2020).

Customer commitment
Commitment is defined as “an agreement, or pledge to do something in the future” in the
Merriam-Webster dictionary, indicating the continuity of the relationship between the parties
(Dwyer et al., 1987). Therefore, companies are swiftly transitioning towards relationship
IJRDM marketing, dedicating their endeavours to enhancing consumer engagement and fostering
52,6 communal bonds (Amenuvor et al., 2023). Committed consumers display an effort to maintain
and strengthen the valued relationship (Moorman et al., 1992). Commitment is also
conceptualised as an antecedent of brand loyalty (Nadeem et al., 2020), having a significant
role in the growth of customer-brand relationships.
Commitment is conceptualised as having two forms: cognitive and emotional commitment
(Valette-Florence and Valette-Florence, 2020). Cognitive commitment is based on rational
708 decision-making, where customers desire to maintain long-term relationships so that the
expenses associated with ending them are avoided. On the other hand, affective commitment
denotes an emotional and profound desire-driven dedication. The presence of commitment,
either cognitive or emotional, motivates customers to collaborate and strive for long-term
objectives. In an online retail setting, customer commitment also moderates the relationship
between channel integration and usage intention (Yen, 2023).

Word-of-mouth intentions
WOM is essentially an informal transmission of product- or service-related information from
one customer to another, influencing purchasing behaviour (Kang et al., 2020; Rodrigues and
Brand~a;o, 2021). It is a dynamic form of customer engagement that can occur in both offline
and online settings (Harmeling et al., 2016). Positive WOM is a behavioural outcome of factors
such as satisfaction, perceived value, loyalty, and trust (Tyrv€ainen et al., 2020). Previous
studies have demonstrated that consumers search for and value WOM when they feel
uncertain about a purchase as a means to alleviate their doubtfulness (Flavian et al., 2021).
In omni-channel retail, customers’ WOM intentions are driven by diverse dimensions of
the perceived experience (Natarajan and Veera Raghavan, 2023). Consistent and connected
touchpoints culminate in a holistic omni-channel experience. Crafting a notable experiential
focal point prior to engaging in experiential retail can proficiently stimulate the way
consumers receive WOM information. Consequently, this approach can lead to WOM
communication post-experience (Meng et al., 2018). Moreover, customers’ evaluations
regarding the superiority of their experience directly affect their satisfaction and positive
WOM behaviour (Chang and Li, 2022). Lee et al. (2019) found that a high level of quality in
channel integration positively affects customer engagement with omni-channel. Content and
process consistency and in-store service performance are prominent quality dimensions of
channel integration that have been found to lead to customer engagement (Itani et al., 2023).

Social exchange theory

SET is a social behaviour theory that originated in the late 1950s and has subsequently
evolved into an extensive body of research. It was developed by Homans (1958) to explain
social behaviour and extended to organisational behaviour by Blau (1964) and Emerson
(1976). SET posits that reinforcement mechanisms underpin social relations (Davlembayeva
and Alamanos, 2023), arguing that people engage in social exchanges where mutual benefits
form the basis for maintaining these relationships. A basic assumption is that the exchange
parties do not seek a one-off transactional relationship but a continuous social relationship (Li
et al., 2023). The outcomes of the relationship are both tangible and intangible for the parties
involved—the customer and the retailer. As long as the relationship continues, both parties
obtain financial and intangible gains, i.e. customers gain more time, convenience, and
richness of the shopping experience (Yrj€ol€a et al., 2018), while retailers gain engagement,
trust, and loyalty (Lee et al., 2019; Cropanzano and Mitchell, 2005).
SET is based upon four components: rewards, benefits, and resources of exchange;
mechanisms of exchange; economic or socioemotional outcomes; and reciprocity (Davlembayeva
and Alamanos, 2023). On that basis, “the social exchange consists of constructing relationships,
perceiving reciprocal benefits, and conducting reciprocal behaviors with the expectation of future International
return” (Li et al., 2023, p. 1731). Rewards or benefits are positive reinforcements with the Journal of Retail &
connotation of being socially managed, while resources refer to the ability or capacity to reward or Distribution
punish (Emerson, 1976). Management
The exchange mechanisms of the resources are built upon subjective cost-reward
analysis. People and organisations act by calculating the rewards and costs of the
relationships in which they engage, and they aim to maximise the rewards and minimise the
costs (Shiau and Luo, 2012). The outcomes of these relationships may be socioemotional, such 709
as social capital, social ties, and networks, or economic, related to financial needs (Foa and
Foa, 1980). The relationships develop gradually into trust, mutual commitment, and loyalty
when the parties adhere to the rule of reciprocity, which regulates the mechanism of exchange
by providing a basis for punishing unfair treatment while rewarding fair treatment
(Cropanzano and Mitchell, 2005).
This study has adopted SET as its theoretical foundation for several reasons. In omni-
channel retailing, connectivity, integration, consistency, flexibility, and personalisation lead
to a seamless experience (Shi et al., 2020), reflecting the benefits or rewards provided by the
retailer. Commitment is described as a social exchange gesture and an appropriate form of
reciprocity (Bettencourt et al., 2005). Additionally, WOM is also affirmed as a potential form of
reciprocal behaviour in exchange for personal and social benefits (Li et al., 2023). Based on
that premise, this study assumes that commitment and WOM intention operate in accordance
with the principle of reciprocity. They represent the rewards bestowed by customers within
the exchange relationship between the omni-channel retailer and the customer.

Hypotheses development
Consistency is defined as “the extent to which customers experience both content and process
consistency across channels” (Shi et al., 2020, p. 330). As customers have access to several
touchpoints, consistency among channels in terms of marketing messages, promotions,
services, etc. becomes crucial for achieving seamlessness. Studies have indicated that in order
to achieve synchronisation and interconnectivity between channels, consistency is one of the
key factors that enables effortless channel switching (Chang and Li, 2022).
Consistency positively affects customer engagement (Lee et al., 2019), satisfaction
(Frasquet and Miquel, 2017), customer perceived behavioural control, and channel selection
intention in omni-channel retail settings (Xu and Jackson, 2019). As consistency of product
and service across channels increases, brand loyalty and trust increase (Liu and Liu, 2024),
contributing to customer commitment. Santi et al. (2023) also put forth that an increase in
brand trust in retail settings leads to an increase in WOM. Thus, consistency serves as a form
of positive reinforcement, enhancing the mutual benefits of the social exchange between the
retailer and the customer, thereby fostering increased customer commitment and WOM as
forms of positive reciprocity (Davlembayeva and Alamanos, 2023). Therefore, we have
hypothesised that:
H1. Consistency positively affects (a) customer commitment and (b) WOM intention.
The connectivity of the touchpoints is another important factor in providing a seamless
experience during an omni-channel journey. Connectivity involves the perception of the
content, information, and services among the channels (Chang and Li, 2022), as well as
furnishing customers with associated information and services across interconnected
channels (Shi et al., 2020), thereby facilitating the completion of a shopping visit. Perceived
ease of use positively affects intention to use omni-channel applications (Herrero-Crespo et al.,
2022), cross-buying, and WOM (Mukerjee, 2020). Connectivity facilitates the exchanges
between the customer and retailer for the benefit of the customer, thus encouraging
IJRDM customers to reciprocate with increased commitment and WOM (Cropanzano and Mitchell,
52,6 2005). Therefore, we have hypothesised that:
H2. Connectivity positively affects (a) customer commitment and (b) WOM intention.
Personalisation involves offering customers tailored services based on individual customer
data (Shi et al., 2020). It provides a relational integration where customer information, such as
basic demographics, preferences, purchase histories, etc., is incorporated into the operational
710 structure (Li et al., 2023). The degree of personalisation facilitates customisation across
channels while boosting revenue and improving efficiency within a specific channel (Chandra
et al., 2022). Personalisation creates delight and satisfaction, subsequently positively
influencing purchase decisions and loyalty (Tyrv€ainen et al., 2020). Additionally,
customisation in the e-tailer setting impacts both WOM posting and speed (Wang et al.,
2023). As such, personalisation reinforces the reciprocal dynamics proposed by SET, as
benefits provided by the retailer prompt customers to reciprocate (Li et al., 2023). Therefore,
we have hypothesised that:
H3. Personalisation positively affects (a) customer commitment and (b) WOM intention.
Integration entails harmonising all contextual information and service elements across
channels, forming an integral part of the omni-channel experience (Shi et al., 2020). It stands as
the foremost distinguishing factor that sets apart omni-channel shopping from multi-channel
shopping by uniting information systems across channels to provide coherence between
them regarding customer information. Similarly, high channel integration quality fosters
higher customer loyalty and satisfaction (Hamouda, 2019), which is positively related to
customers’ personal commitment to the brand (Breivik and Thorbjørnsen, 2008), but also
exemplifies the reciprocal exchanges that increase value for both customers and retailers
(Cropanzano and Mitchell, 2005). Furthermore, the perception of channel integration quality
indirectly influences WOM via customer engagement (Lee et al., 2019). Therefore, we have
hypothesised that:
H4. Integration positively affects (a) customer commitment and (b) WOM intention.
Flexibility is defined as “the capability of managing, resolving and adapting to unexpected, new
or changing requirements” (Sorkun et al., 2020, p. 630), encompassing adaptable choices and
experiences across all channels. It involves providing convenience and continuity of the
service, such as enabling consumers to buy and return through different channels, etc. (Shi
et al., 2020). Gao et al. (2022) define two types of flexibility: return flexibility, which allows
customers return online orders at physical stores, and fulfilment flexibility, which enables
customers pick up online purchases at physical stores. Flexibility increases customer
satisfaction by affecting operational logistics service quality (Sorkun et al., 2020), and
customer satisfaction, in turn, positively impacts both commitment (Rather et al., 2021) and
WOM (Nguyen et al., 2019). The flexible options provided by the retailers increase the value of
the exchange for customers and act as positive reinforcements for reciprocal behaviours
(Cropanzano and Mitchell, 2005). On that basis, we have hypothesised that:
H5. Flexibility positively affects (a) customer commitment and (b) WOM intention.
Previous studies have suggested that product reviews originate from experiential encounters
and emotional connections. Jain et al. (2022) confirmed that brand commitment enhances
product assessment and has a positive influence on the intention to share WOM
recommendations. Moreover, Bhati and Verma (2020) highlighted that customers’
commitment to the brand, coupled with self-identification with the brand, positively
influences customer advocacy. Furthermore, customers who are more engaged with the
channels and are exposed to more touchpoints engage in WOM, and they exhibit higher
intentions to repurchase from the same retailer (Ieva and Ziliani, 2018). These findings align International
with the principles of SET, as committed customers are more likely to engage in reciprocal Journal of Retail &
behaviours, such as WOM, as a form of social exchange with the brand (Li et al., 2023), Distribution
implying that committed customers may be more inclined to support the brand by engaging Management
in WOM behaviour. Therefore, we have hypothesised that:
H6. Customer commitment positively affects WOM intentions.
The research model that depicts the aforementioned relationships is given in Figure 1. 711

Methods
Data collection
In the study, an online survey method was used for data collection. The data were gathered in
T€urkiye in 2022, an emerging market where fashion holds the leading position in e-commerce,
constituting a 42% market share as of 2022, with an annual revenue in the apparel market
amounting to US$17.19bn (Statista, 2023). For the purposes of the current study, respondents
were asked to answer the questions with reference to a global apparel company
headquartered in T€ urkiye.
The survey measurements were adapted from pre-established scales in the literature:
omni-channel experience from Shi et al. (2020), customer commitment from Breivik and
Thorbjørnsen (2008), and WOM intention from Kim and Park (2013). These scales were
translated to Turkish and then back-translated to English, a commonly applied method in
retailing studies (e.g. Dang et al., 2020; Menidjel et al., 2020), which enables the use of
established scales in cross-cultural research (Klotz et al., 2023). Then, we pretested the items
with 13 respondents, chosen via convenience sampling. All items were measured on a five-
point Likert scale. As a result of the pre-test, the wording of the questionnaire was revised and
applied for data collection.

Measurement validation
The measurements were validated via Cronbach’s alpha values, checked to ensure internal
validity, and construct validity was established via exploratory factor analysis (EFA). EFA
was used for two main reasons: Firstly, the omni-channel experience scale is a newly
developed, and therefore there is not much study validating its constructs. Secondly, it was
developed in China and not tested in cross-cultural studies. Consequently, the convergent and

Figure 1.
Research model
IJRDM discriminant validity of the measurements were established via confirmatory factor
52,6 analysis (CFA).

Data analysis
IBM SPSS 29 was used for descriptive analysis of the sample and for checking the internal
and construct validity of the measurements. Furthermore, hypothesis testing was done via
712 structural equational modelling (SEM). IBM SPSS Amos 29 was used for validating the
measurement model via CFA and for assessing the structural model via path analysis.
Additionally, common method variance (CMV) was checked. CMV is defined as a systematic
variance error arising from a shared approach used to measure the constructs under
investigation (Podsakoff et al., 2003).

Results
Participant characteristics
A final sample size of 346 valid questionnaires was reached through an external marketing
research firm after data collection. The majority of the sample respondents were female
(60.7%) with an average income between US$376 and $750 (56.1%). 11.8% reported an
income less than $376, and 32.1% reported an income higher than $750. The age of the sample
was evenly distributed, with 21.7% below the age of 15, 24.3% between 15 and 20, 26.6%
between 21 and 29, and 27.4% older than 29 years of age.

Construct reliability and confirmatory factor analyses

Prior to hypothesis testing, the reliability and validity of the variables were measured. All
scales reported Cronbach’s alpha values that indicated high internal validity (Omni-channel
experience: 0.93; customer commitment: 0.86; WOM intention: 0.89). The results of the EFA
analysis indicated a three-factor solution for the omni-channel experience, differing from the
five-factor construct defined previously (Shi et al., 2020). Two of the pre-defined constructs—
flexibility (FL) and integration (IN)—were not found as distinct constructs as a result of EFA.
Therefore, H4 and H5 were removed from the structural model.
Moreover, EFA produced mix-matched factors, differing from the previous study. We
labelled them as consistency, connectivity, and personalisation. These three factors (18 items in
total) explain 62.57% of the variance. CFA and hypothesis testing were executed with the
three verified constructs for H1, H2, and H3. For customer commitment and WOM intention
scales, a one-factor, three-item solution was reached as defined previously. These scales are
reported to explain 78.76 and 81.60% of the variance, respectively.
The goodness-of-fit measures for CFA indicated a good model fit: CMIN/df 5 1.83;
RMSEA 5 0.05; CFI 5 0.97; TLI 5 0.97; GFI 5 0.94. As a result of the CFA, neither item
deletion nor the establishment of within-construct error covariances were required (Hair et al.,
2018). In addition, all variables reported construct reliability (CR) and average variance
extracted (AVE) values (ranging from 0.75 to 0.89 and from 0.50 to 0.73, respectively) that
meet the minimum thresholds, and all items reported factor loadings that indicate high item
reliability (ranging from 0.59 to 0.90) (see Table 1). Thus, the convergent validity of the
measurement model was established.
Moreover, the discriminant validity of the measurement model was verified following the
Fornell and Larcker (1981) criterion. Table 2 displays the results of the discriminant validity
test. The square roots of the AVE values (ranging from 0.77 to 0.85) of the constructs are
higher than their correlations with another construct. Thus, the discriminant validity of the
constructs is established.
 International
Factor Journal of Retail &
Construct Items loadings CR AVE
Distribution
Consistency (CS) The service feelings are consistent across different 0.76 0.82 0.60 Management
channels (CS2)
The service performance is consistent across different 0.79
channels (CS6)
The launch of new products is synchronous across 0.77 713
different channels (IN4)*
Connectivity (CN) I can check inventory status across different channels (CN1) 0.76 0.83 0.54
I can query commodities information across different 0.77
channels (CN2)
I can check offline inventory through different online 0.72
channels (CN3)
The after-sales service is available across different 0.70
channels (FL4)**
Personalisation (PL) Online browsing pages are customised based on purchase 0.72 0.75 0.50
records and personal information across different
channels (PL3)
Client-specific rewards or member points are offered based 0.59
on my purchase history across different channels (PL4)
My interactions across different channels are integrated 0.79
and taken into account for each purchase (IN1)*
Customer commitment I will stay with this brand through good times and bad 0.84 0.87 0.68
(CCOM) (CCOM1)
I am willing to make small sacrifices in order to keep 0.85
using this brand (CCOM2)
I have made a pledge of sorts to stick with this brand 0.79
(CCOM3)
Word-of-mouth intention I would tell others positive things about this brand 0.90 0.89 0.73
(WOM Int.) (WMI1)
I would provide others with information on this brand 0.79
(WMI2)
I am likely to recommend this brand to my friends or 0.86
acquaintances (WMI3)
Note(s): *This item was listed under the Integration dimension at the previous study (Shi et al., 2020)
**This item was listed under the Flexibility dimension at the previous study (Shi et al., 2020) Table 1.
Source(s): Table by authors CFA results

Construct CS CN PL CCOM WMI

CS (0.77)*
CN 0.77 (0.74)
PL 0.73 0.63 (0.71)
CCOM 0.55 0.38 0.50 (0.83)
WOM Int 0.56 0.58 0.51 0.68 (0.85) Table 2.
Note(s): *Square root of constructs’ AVEs are reported in parenthesis Discriminant validity
Source(s): Table by authors test results

Common method bias assessment

In order to assess and control CMV, we relied on survey design and statistical techniques. We
employed the design procedures used by Zhang et al. (2022). In the beginning of the survey,
we informed respondents about the anonymity of their answers, clarified that there are no
IJRDM right or wrong answers to the questions, and encouraged them to respond to the questions
52,6 honestly. As a statistical control, we conducted Harman’s single-factor test (Howard and
Henderson, 2023). The unrotated factor solution explained 39% of the variance, indicating
that CMV is not a substantial issue within our dataset.

Hypothesis testing
714 Since the reliability and validity of the measurement were established, the structural model
was tested. The model showed a good fit: CMIN/df 5 1.83; RMSEA 5 0.05; CFI 5 0.97;
TLI 5 0.97; GFI 5 0.94. Therefore, path analysis was conducted on the structural model to
test the hypotheses. Table 3 presents the results of the path analysis.
Accordingly, customer commitment is significantly and positively influenced by both
consistency (β 5 0.59, p < 0.01) and personalisation (β 5 0.28, p < 0.05), confirming H1a and
H3a, respectively. However, connectivity showed no influencing effect on customer
commitment (β 5
0.22, p 5 0.22), thereby not supporting H2a. Meanwhile, WOM
intention is found to be significantly and positively influenced by connectivity (β 5 0.40,
p < 0.01) in support of H2b and is found not to be influenced by either consistency (β 5
0.09,
p 5 0.34) or personalisation (β 5 0.06, p 5 0.46), thereby not supporting H1b nor H3b,
respectively. Customer commitment was also found to significantly and positively influence
WOM intentions (β 5 0.37, p < 0.01), confirming H6. The model was found to predict 32.7% of
customer commitment and 58.6% of WOM intention based on R2 values.

Discussion
Theoretical implications
This study provides several theoretical contributions to the retailing literature. Firstly, this
study tests the validity of the omni-channel experience scale in an emerging country and offers a
simplified measurement for future studies. The employed omni-channel experience scale is a
newly developed scale and, therefore, has not yet been widely tested in cross-cultural studies.
The original scale suggested by Shi et al. (2020) included connectivity, integration, consistency,
flexibility, and personalisation as sub-constructs of the omni-channel experience. As a result of
the validity check, we reached not a five-factor but a three-factor solution: consistency,
connectivity, and personalisation. The EFA analysis also produced mixed-matched items within
the factors. While integration and flexibility are definitely important factors for omni-channel
retailing, in this study, those constructs were merged into other constructs.
Secondly, this study extends SET into omni-channel experience research. The ideas of
reciprocity and equity form the foundation of SET. Accordingly, exchange parties desire
benefits from one another. In this study, consistency, connectivity, and personalisation were
contextualised as benefits provided by the omni-channel retailer, whereas commitment and
WOM intention were contextualised as reciprocity.

Hypothesis β S.E. C.R. p Status

H1a: Consistency →Cust. Commit 0.59 0.16 3.61 *** Supported

H1b: Connectivity →Cust. Commit
0.22 0.18
1.24 0.22 Not supported
H1c: Personalisation →Cust. Commit 0.28 0.14 2.04 0.04 Supported
H2: Cust. Commit.→WOM Int 0.37 0.04 8.41 *** Supported
H3a: Consistency → WOM Int
0.09 0.09
0.96 0.34 Not supported
H3b: Connectivity → WOM Int 0.45 0.11 4.25 *** Supported
Table 3. H3c: Personalisation → WOM Int 0.06 0.08 0.75 0.46 Not supported
Path analysis results Source(s): Table by authors
 Thirdly, this study broadens the omni-channel retailing literature by exploring the effects of International
consistency, connectivity, and personalisation—as sub-dimensions of the omni-channel Journal of Retail &
experience—on customers’ commitment to the retailer and their WOM intentions. As a result Distribution
of the analysis, we found that consistency and personalisation positively affect customer Management
commitment but do not influence WOM intention directly. Contrarily, connectivity positively
affects WOM intention but does not influence customer commitment. These three sub-
experiences integrate with each other and influence WOM intention through customer
commitment. Our findings also confirm the study of Yin et al. (2022), where these elements 715
positively affect customer retention; however, they have differing effects on brand experiences.
Moreover, as previous literature suggests, the seamlessness of an omni-channel shopping
experience, the quality of channel integration, and brand commitment amplify positive WOM
behaviour post-purchase (Jain et al., 2022; Rodrıguez-Torrico et al., 2023). Surprisingly, we
found that personalisation of service offerings and consistency of service performance across
channels only affect WOM through customer commitment, while connectivity of information
availability across channels directly affects WOM and does not have a significant effect on
customer commitment, suggesting that the quality of the omni-channel service creates
committed customers, and committed customers are more likely to spread positive WOM.

Managerial implications
In 2022, worldwide retail e-commerce sales exceeded 5.7 trillion USD and were expected to
reach about 8.1 trillion USD by 2026 (Statista, 2022). As digitalization and technology
disrupted retail operations, which generated larger sales volumes, it led to the emergence of
omni-channel retailing. The basis of omni-channel retailing is to create a continuous,
uninterrupted experience across channels. Omni-channel experience is a multi-dimensional
concept, and this study found that consistency, connectivity, and personalisation, as
components of omni-channel experience, affect customer commitment and WOM intention.
Consistency is about providing uniform service performance across channels. Personalisation is
about customising online and offline offerings on the basis of personal data, providing continuity
for the transactions, and creating a unified experience. Both consistency and personalisation lead to
customer commitment. On the other hand, connectivity is about providing information (i.e.
inventory, after-sales service) across different channels. When retailers establish connectivity
across channels, consumers talk positively about that experience. Also, the findings indicate that,
when retailers achieve customer commitment, they are likely to receive positive WOM.
In the post-COVID-19 era, retailers should invest in highly skilled staff, such as data scientists
and technology experts, and agile leadership, characterised by adaptability to evolving
customer expectations and fostering innovation, all of which are crucial for improving channel
integration across the customer journey, for implementing an efficient supply chain to enhance
the seamlessness of the shopping experience, and for customer relationship management to
better meet changing customer demands (Cocco and De-Juan-Vigaray, 2022; Mrutzek-Hartmann
et al., 2022). To achieve this, it is imperative to enhance coordination between customers,
retailers, and other stakeholders in the supply chain (Cotarelo et al., 2021). Retailers should also
invest in processes and information technology that will enable them to offer consistency and
personalisation, which will, in return, provide them with committed customers. They should put
effort into syncing information across channels to generate connectivity and contribute to their
customers’ WOM intentions.

Research limitations and further research

This study has several limitations that lead to further research avenues. A noteworthy
outcome was that the omni-channel experience measurement varied from the
measurement specified by Shi et al. (2020). Therefore, it may be beneficial to explore
IJRDM whether the omni-channel experience is universal or not. As this study was conducted in
52,6 an emerging country, the results of the study should be validated in diverse cultural
contexts. If there are cultural expectations that create differences in the omni-channel
experience, defining them would contribute to both the theory and the practice.
Additionally, for different industries, different sub-dimensions of an omni-channel
experience may stand out more than others. This study was conducted in the fashion retail
sector, so further research could be conducted in other sectors, such as the banking sector. It
716 may also be beneficial to understand why some sub-dimensions directly affect WOM
intentions while others do so indirectly. More studies are needed to determine the possible
other outcomes, other than consumer commitment and WOM intention, of the sub-
dimensions that constitute the omni-channel experience.

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About the authors

Ulun Akturan is a professor of marketing at Galatasaray University in Istanbul, Turkey. Her
publications focus mainly on branding, city branding, and consumer behavior. She has published
articles in Psychology and Marketing, the International Journal of Tourism Research, Marketing
Intelligence and Planning, Young Consumers, the Journal of Promotion Management, and Management
Research Review. She has presented and published conference proceedings at the American Marketing
Association’s Summer Marketing Educators Conference, the European Marketing Association’s
Conference, and the International Conference on Research in Advertising. Ulun Akturan is the
corresponding author and can be contacted at: [email protected]
Deniz Kuter is a PhD student and research assistant in the marketing department at Galatasaray
University in Istanbul, Turkey. She received her M.A. degree in Management from Bogazici University
with a specialisation in marketing. Her thesis concentrated on online food delivery services and
electronic word-of-mouth. Her other research focuses include city branding and omni-channel retailing.
She has published an article in Place Branding and Public Diplomacy.

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