The rapid growth of quick commerce (q-commerce) is reshaping urban retail logistics by transforming consumer purchasing behavior, delivery expectations, and distribution structures. While prior research has largely emphasized technological and operational efficiencies, limited attention has been paid to the broader strategic, behavioral, and societal consequences of the transition from conventional e-commerce to q-commerce. This study aims to examine how firms prioritize capability development under stakeholder constraints by adopting an integrative theoretical perspective combining the resource-based view (RBV) and stakeholder theory (ST).
Based on a systematic literature review, seventeen potential consequences of q-commerce adoption were identified and subsequently validated through a Delphi study involving domain experts. The validated consequences were prioritized using the Combined Compromise Solution (COCOSO) multi-criteria decision-making method. A heatmap visualization and sensitivity analysis were employed to assess the robustness of the prioritization results.
The findings indicate that capability-enhancing outcomes such as increased sales volume, competitive advantage, and enhanced customer loyalty receive the highest managerial priority. In contrast, stakeholder-related consequences, including environmental impact, gig worker strain, and over-reliance on instant gratification, are comparatively underemphasized. Notably, customer satisfaction is ranked lower in terms of strategic importance, suggesting that it is increasingly treated as a baseline outcome rather than an explicit strategic objective.
The proposed framework supports informed decision-making related to last-mile logistics design, workforce management, data governance, and sustainability initiatives. For policymakers and urban planners, the findings highlight the need for regulatory and infrastructural interventions that address labor welfare, environmental impact, and congestion in high-frequency delivery environments.
This study develops a consequence-oriented framework that integrates the RBV and ST to examine the transition from e-commerce to q-commerce. By organizing, validating, and prioritizing operational, behavioral, and sustainability-related consequences, the study shows that capability-enhancing outcomes such as sales growth, competitive advantage, and customer loyalty receive greater managerial priority than stakeholder-related concerns. The findings provide insights for managers and policymakers seeking to balance competitiveness with labor, urban logistics, and sustainability considerations.
