Survival of traditional retail: the impact of consumer social awareness on the evolution of commerce

In recent decades, the retail sector has been undergoing profound transformation and challenges due to new trends and shifts in consumer behavior (Guthrie et al., 2015; Weyer et al., 2020). This situation has been further intensified by technological advancements (Olsen and Borit, 2018), significant changes in social trends, and the experiences brought about by the mobility restrictions associated with Covid-Sars-19 (Buheji and Ahmed, 2020). As a result, retail sales through e-commerce have increased significantly (United Nations, 2020). These transformations in purchasing patterns are closely related to changes in behavioral intentions, as explained by Ajzen's Theory of Planned Behavior (TPB) (1991), where attitudes, social norms, and perceived control increasingly shape how and why consumers engage with digital commerce (Syed et al., 2024).

Although the measures implemented during the pandemic were temporary, consumer behavior has shifted in an almost permanent way (Vázquez-Martínez et al., 2021). These shifts have altered preferences and made it necessary for businesses to adapt their strategies. This change is especially evident in the expansion of e-commerce and the strengthening of businesses linked to food delivery (Kang et al., 2020; Sigala, 2020).

However, the success of e-commerce is not universal despite its growth. Strategic planning in this area faces challenges, largely due to the dominance of major platforms like Amazon (Coppola, 2021). Likewise, the viability of physical stores is being traditional businesses must therefore adapt and enhance their capabilities to meet rising consumer expectations (Song et al., 2022). In this context, family-run microenterprises ^[1] are rapidly adopting strategies to remain competitive in the evolving marketplace (Campisi et al., 2023). In this regard, the marketing principles proposed by Kotler et al. (2025), particularly those concerning customer value perception, become highly relevant, as they offer guidance on how to realign offerings with evolving consumer expectations and reinforce differentiation in saturated markets.

The resilience of family businesses (Boers et al., 2025) involves multiple dimensions. Therefore, their evolution must address the opportunities presented by new mobility trends (Turienzo et al., 2022) that impact the retail sector (Turienzo et al., 2023a, b), as well as socio-emotional factors (Hernández-Perlines et al., 2021).

Despite the need for change, business strategy design must navigate the complex operational and structural conditions of the company, as well as its strategic priorities and perspectives (Echeverri and Skålén, 2011). At the same time, strategies are influenced by external factors that affect buying behavior, such as social trends, environmental awareness (Li and Kallas, 2021; Islam et al., 2024; Syed et al., 2024; Zasada et al., 2019), preference for local products (Clark and Tilman, 2017; Mustapa and Kallas, 2025; Ortez et al., 2024), or animal welfare (Grappe et al., 2021; Gorton et al., 2023; Schwickert, 2023).

Even though these social trends are important, they do not always reflect all the values that positively benefit family businesses (Marques et al., 2014). Nevertheless, sustainability and social responsibility are often cultivated in family businesses as part of their brand identity, strengthening their reputation and consumer trust (López-Pérez et al., 2018; Christensen-Salem et al., 2021; Lyu and Kim, 2025; Wolff et al., 2024). The way in which family businesses manage and leverage their internal resources is also critical. Sirmon and Hitt's (2003) expose that competitive advantage arises not only from possessing resources but from skillfully structuring, bundling, and deploying them in response to strategic demands.

On another front, the transformation of retail business models has increased the demand for efficient delivery logistics (Ha et al., 2023; Viu-Roig and Alvarez-Palau, 2020). The shift from bulk B2B deliveries to individual B2C parcels has environmental implications that significantly impact both consumer experience and environmental awareness (Bosona, 2020). The complexity and challenges of sales and operations require thorough analysis. Willingness-To-Pay (WTP) perspective helps to understand consumer preferences and guide business strategies toward long-term sustainability (Gomes et al., 2023; Mustapa and Kallas, 2025).

Through potential customers, businesses can evaluate how their services meet client needs and expectations. They can also gain insight into the process of value creation, delivery, and capture (Teece and Linden, 2017; Wang et al., 2021). This knowledge enables companies to redefine their business strategies and align their services with customer needs, maximizing value creation (Guerola-Navarro et al., 2021) without compromising resources (Smith, 2013).

Previous studies in Nigeria, India, and north Europe have shown how digitalization and e-commerce reshape retail dynamics and strategies (Raji and Olawore, 2023; Vyas et al., 2023; Kupfer et al., 2024). However, despite its relevance, limited research has examined the coexistence of family-owned and digital retail models from a social and sustainability standpoint. Therefore, this study aims to analyze and quantify the relevance of intangible factors among consumers in the Iberian Peninsula that support the viability of family-owned businesses. Using quantitative methods, the research examines the associations and expectations of European consumers regarding various social and personal factors that drive purchases from family-owned retail businesses.

To achieve the research objectives and answer the proposed questions, this paper is structured into five main sections. The first section outlines the theoretical framework, examining the fundamental aspects and challenges of retail business models alongside customer behavior and social trends, while formulating the study's hypotheses. The second section describes the quantitative methodology employed in the analysis. The third section presents the empirical findings, focusing on consumer preferences regarding delivery options in digital retail. Lastly, the final two sections discuss the study's results, conclusions, and both practical and theoretical implications, as well as potential avenues for future research.

Extensive research has examined the digital transformation of the retail sector in order to better understand the attributes and competencies that define successful business models. The relationship between e-commerce platforms and their capabilities was first explored through the classification of three distinct types of e-commerce businesses: portals, product or service providers, and marketplaces (Mahadevan, 2000).

Digital businesses are characterized by constant adaptation and evolution, resulting in numerous variations (Tan et al., 2015). As a result of this continuous innovation, these businesses experience a lifecycle similar to that of products: emerging, expanding, maturing, and—thanks to innovation—delaying or even avoiding the decline phase (Teece, 2017).

Successful and sustainable innovation relies on the anticipation of trends and customer needs through a strategy that integrates the company's various operational areas: information technology, human resources, management, logistics, and marketing (Karaboga et al., 2023; Khanin et al., 2022; Turienzo et al., 2025). Therefore, investment across the four marketing dimensions—especially product and distribution—improves overall efficiency (Gregory et al., 2019). Likewise, the ability to fully leverage internal capabilities has a direct impact on competitiveness (Elia et al., 2021).

Competitiveness, then, largely depends on setting long-term goals that are both sustainable and ethical (López-Pérez et al., 2018). Based on this, sustainability seeks to maximize current performance while safeguarding future viability, reducing environmental impact, promoting well-being, ensuring social equity, and supporting responsible resource consumption (Shields et al., 2018; Bina, 2013). At the same time, business adaptation through environmentally friendly strategies seeks alignment with the evolving social values of customers (Lyu and Kim, 2025; Moore and Manring, 2009).

In this sense, the SHIFT framework proposed by White et al. (2019) offers a valuable contribution by identifying psychological and behavioral mechanisms—such as social influence, habit formation, and emotional appeals like guilt or pride—that can help guide consumers toward more sustainable decisions, and thereby shape retail marketing strategies accordingly (White et al., 2025).

Family-owned microenterprises are not exempt from the need to implement sustainable practices (Caputo et al., 2017). However, implementation depends on intrinsic company factors—such as family values and available resources—which directly affect business management (Shields et al., 2018). Consequently, sustainability approaches vary widely among family businesses due to their heterogeneity (Caputo et al., 2017). Company culture and the active presence of the founder in decision-making can either support or hinder this adaptation (Marques et al., 2014).

Additionally, misleading practices can result in disproportionate damage across sectors (Ali et al., 2023). For this reason, a long-established family business, deeply rooted in a community or sector, is more likely to implement sustainable practices effectively—often out of fear of losing the reputation built over decades (Campopiano and De Massis, 2015). Transparency in environmental and animal welfare practices helps maintain not just the business's reputation, but also the family's reputation over the long term (Zhang and Rowan, 2022).

As a result, small family-owned companies uphold compliance standards to preserve their legacy for future generations (López-Pérez et al., 2018). Even though there is often resistance to investments that do not offer immediate financial returns (Le Breton-Miller and Miller, 2016), many family firms adopt environmentally focused strategies to strengthen their brand image and reputation (Leonidou et al., 2023). At the same time, there is a growing trend among consumers to prioritize the purchase of sustainable products (Katare et al., 2023). Environmental concerns relate not only to the production process but also to distribution and packaging (Wang et al., 2020).

This concern is especially prevalent in the food sector and enables the viability of a variety of business and operational models (Thomé et al., 2021). Access to transparent product information and trust in the seller significantly influence purchasing decisions (Amalia and Darmawan, 2023). Those emotional factor, social influence and habits play a key role in encouraging sustainable consumer behavior, which can guide how family businesses connect with customer values (White et al., 2019; Syed et al., 2024). Based on these insights, the first research hypothesis is proposed:

From a Willingness-To-Pay (WTP) perspective, each consumer individually evaluates and values their shopping experience (Lyu and Kim, 2025; Plé and Cáceres, 2010). Therefore, the viability of a business depends on its ability to exceed or, at least, to meet customers' expectations. Thus, a business strategy goal is to increase the number of customers that are willing to pay a price equal to or higher than what competitors offer (Clark et al., 2017). Thus, WTP presents an opportunity for businesses that can effectively capitalize on social trends (Islam et al., 2024). In addition, consumer behavior is influenced by both WTP and emotions such as guilt and pride (Fernández-Ferrín et al., 2024). Moreover, long-term viability depends on balancing economic, environmental, and social factors (Baum et al., 2009). According to the Triple Bottom Line (TBL) perspective, business sustainability can only be achieved through strategies that equally prioritize the well-being of the planet, people, and company's profits (Nogueira et al., 2025). Business strategies that include local residents' perspectives in sustainable development are effective for fostering community cohesion and a sense of belonging (Quinn, 2006).

The social perspective aims to improve employees' quality of life while promoting social inclusion (Raj et al., 2017). Despite the relevance of holistic sustainability strategies, until recent decades, efforts have primarily focused on environmental impacts (Shields et al., 2018). The viability of physical retail stores is now increasingly tied to the value-added services they provide, such as community engagement (Breugelmans et al., 2023). As these dimensions increasingly shape consumer expectations and business practices, the underlying relationships among sustainability factors, consumer behavior, and family business dynamics can be represented through a conceptual model grounded in the TBL framework (Figure 1).

Based on this, the second research hypothesis is proposed:

This study was carried out in Europe due to its strong influence on Western consumer culture and behavioral trends. Global e-commerce sales amounted to $3.1 trillion in 2023, with 45.2% of this revenue originating from Western nations, primarily Europe and the United States Statista (2024a). Market projections indicate that the sector will continue expanding at an estimated compound annual growth rate of nearly 10% until 2029 (Statista, 2024b). In Europe, e-commerce plays a vital role in economic activity, accounting for approximately 5% of the region's gross domestic product (Ecommerce Europe, 2023). Additionally, employment in logistics and distribution encompasses more than 47 million employees, while wholesale and retail trade sectors involve around 27 million workers (Cedefop, 2023).

The increasing prevalence of online shopping has significantly driven logistical operations, with 47 billion shipments linked to e-commerce recorded in Western economies in 2022 (Statista, 2023a). This figure is expected to rise further, reaching an estimated 74 billion parcels by 2027, as the number of digital consumers continues to grow (Statista, 2023b). Data from 2023 reveal that 75% of European internet users engaged in online shopping, marking an 11.2% growth since 2017 (Ecommerce Europe, 2023). These statistics highlight Europe's central role in global e-commerce and its anticipated continued increase.

A quantitative research design was adopted to systematically examine business strategies and market dynamics through statistical data analysis (Allwood, 2012). This method relies on numerical data to identify and assess relationships between variables, offering valuable insights into business management and related fields (Craighead and Meredith, 2008). By analyzing behavioral patterns and preferences within a selected sample, findings can be extended to represent broader population groups (Craighead et al., 2011). The application of statistical tools ensures objectivity, allowing results to be interpreted with minimal bias. Moreover, quantitative methods such as surveys facilitate the efficient collection of extensive data from a diverse respondent pool within a relatively short timeframe (Denscombe, 2010).

Data for this study were collected through an online survey, distributed with the assistance of a professional survey service provider. The questionnaire was made available between May and August 2024 in both Spanish and Portuguese to enhance accessibility and participation. A total of 481 individuals completed the survey. As presented inAppendix 1, the survey garnered responses from over 481 participants, with a demographic breakdown that included 298 employed individuals (61.95%), 87 students (18.08%), and 96 individuals without work-related time constraints (19.95%). The sample was balanced in terms of gender (51.45% female) and included participants from various age groups: 326 individuals (67.77%) aged 25–64, 85 individuals (17.67%) over 65, and 70 individuals (14.55%) under 25. All participants used to buy in both retail channels (e-commerce and physical stores). To ensure methodological robustness, the number of control variables was deliberately minimized, following expert recommendations (Bernerth and Aguinis, 2016; Spector and Brannick, 2011). A cautious approach to control variables was adopted to mitigate potential biases and enhance the reliability of the analysis (Carlson and Wu, 2012).

To process and interpret the survey data effectively, two categories of variables were defined and collected through the questionnaire (see Appendix 2):

1. Dependent variables: It serves to describe the characteristics of the sample and assess potential purchasing tendencies across different population groups. In relation to H1, the primary dependent variable examined – “store typology”– is structured as a binary (dummy) variable. Responses indicating a preference for physical stores are assigned a value of 0, whereas selections favoring e-commerce are coded as 1, based on the answers provided in the survey.

2. Independent Variables: These needs are defined based on the main attributes of in-store commerce and e-commerce. They are defined as: (1) Sustainable products; (2) Animal awareness; (3) Environmental awareness (distribution, logistics, packaging); (4) Social factors (belongings to social groups); (5) Supporting local businesses. These variables are rated from 1 (very low) to 5 (very high), corresponding to the observed rating for each variable for physical stores and e-commerce.

The independent variables are distributed across the two hypotheses, each addressing distinct aspects of the research framework (see Table 1).

The binary nature of the dependent variable (0 = physical store, 1 = e-commerce) makes it advisable to use a logic model to estimate the value of the binary variable based on the independent variable. Therefore, the logic model helps characterize the preferences of different store models (physical or e-commerce).

To increase the reliability of the data, the coefficients were standardized (see Table 2). Estimated by maximum likelihood, the model shows moderate performance in terms of fit (Pseudo-R2 = 0.282). Moreover, with very high predictive ability (82.03%), the proposed model describes the behavior of the independent variable very well.

To provide a more interpretable measure of impact, average marginal effects (AMEs) were calculated for each predictor. The results show that a one-unit increase in environmental awareness (EI) is associated with a 13.4% higher probability of purchasing from a physical family-owned store rather than e-commerce. This suggests that environmentally conscious consumers are substantially more inclined toward traditional retail channels, highlighting a clear opportunity for family businesses to emphasize eco-friendly values in their communication. Similarly, alignment with sustainable practices (SP) increases this probability by 6.9%, while familiarity with product origins (CFP) adds 2.8%. Although smaller, this latter effect indicates that transparency in supply chains still has a meaningful role in guiding consumer preferences.

All independent variables are statistically significant, with SP and EI showing particularly strong significance at the 1% level. The negative coefficients imply that stronger alignment with sustainable practices, familiarity with product origins, and awareness of environmental impact increase the likelihood of purchasing through family-owned physical stores. Notably, EI presents the largest absolute coefficient (−0.748), indicating a particularly strong influence on consumer behavior, consistent with prior findings on the role of environmental consciousness in shaping retail preferences. From a practical perspective, this suggests that promoting environmental values in physical retail settings can have a tangible effect on customer choices, potentially increasing footfall and loyalty.

To ensure robustness, correlation and multicollinearity diagnostics were conducted. As shown in Table 3, Pearson correlation tests reveal very low correlations between the independent variables, all below 0.1. Moreover, Variance Inflation Factors (VIFs) are all below the critical value of 2, with the highest being 1.630, confirming there are no multicollinearity concerns affecting the model's reliability. The model specification includes key independent variables selected for their theoretical relevance, and diagnostic tests confirm its robustness.

Finally, Appendix 3 presents the main descriptive data of the sample. In it, the variability of the responses from the 482 participants for the analyzed descriptors is observed. These descriptors allow clear observation of the difference in the value assigned by current and potential buyers to each channel.

Following the same methodology applied in the analysis of H1, the logic model used for H2 estimates the probability of the binary dependent variable based on the selected independent variables. The coefficients were standardized for comparability, and the results are detailed in Table 4. Estimated via maximum likelihood, the model demonstrates a medium-to-high level of explanatory power, with a Pseudo-R² of 0.3798, indicating that approximately 38% of the variance in the dependent variable is explained by the independent variables. Furthermore, the model exhibits a notably strong predictive performance, correctly classifying 85.43% of the cases.

AMEs indicate that a one-unit increase in feelings of social belonging (FacS) increases the probability of purchasing from family-owned stores by 18.6%, while support for local businesses (SLB) increases it by 11.9%. Both effects are highly significant, underscoring the importance of fostering local identity and community participation as marketing strategies to reinforce consumer loyalty.

Both independent variables are statistically significant at the 1% level, indicating a robust influence on the dependent variable. The negative coefficients suggest that higher agreement with statements related to social belonging and support for local businesses correlates with a higher likelihood of purchasing in family-owned retail businesses, aligning with the hypothesis. The magnitude of the coefficient for FacS (−1.263) suggests a stronger influence relative to SLB (−0.794), indicating that feelings of social belonging may be a more powerful driver of consumer behavior in this context. This result underlines the practical importance of fostering local identity and community participation as marketing strategies to reinforce consumer loyalty to physical retail spaces.

In parallel with the H1 model, diagnostic checks were conducted to ensure the absence of multicollinearity. As shown in Table 5, the VIF are well below the commonly accepted threshold of 5, confirming that multicollinearity is not a concern. Pearson's correlation coefficients also show extremely low correlation between the independent variables, supporting the reliability and stability of the model.

Overall, the results reinforce the hypothesis H2, indicating that consumer awareness of the socio-economic contribution of small, family-owned businesses—particularly their role in urban service quality and employment—has a significant and positive influence on local retail support. These findings not only confirm previous literature but also highlight practical implications for policymakers and retailers aiming to promote sustainable urban commerce models.

The study aims to evaluate the viability of family-owned retail businesses in the context of increasing e-commerce adoption. Amid a period of expanding digital consumption, the survival of physical stores depends intangible consumer-driven factors. Through the findings of two hypotheses (H1–H2), the analysis shows that e-commerce and retail can coexist effectively, with consumers leveraging both channels depending on context and priorities.

Regarding the first hypothesis, “environmental and animal welfare awareness” reveals a strategic advantage for family businesses, favoring physical stores over e-commerce. Physical stores cater to customers who value sustainability and trust when evaluating sustainable products (average of 3.127), partially confirming the findings of Amalia and Darmawan (2023). Trust in sustainable products, grounded in prior experiences and family reputation (López-Pérez et al., 2018), is significantly higher among customers of physical stores (average of 3.127) compared to those shopping via e-commerce (average of 2.013). Similarly, consumer trust in the authenticity of products aligned with animal welfare policies is a strength of family businesses (3.015) compared to e-commerce (2.010). The threat of losing long-standing reputational capital drives good practices that increase consumer trust (Campopiano and De Massis, 2015). At the same time, consumers' interest in minimizing environmental impact through reduced packaging or logistics operations is the main factor driving purchases in physical stores (2.996) over e-commerce (1.716). Therefore, the results show that the competitiveness of family-owned retail businesses depends largely on green economy principles and sustainable practices, partially confirming what was indicated by Caputo et al. (2017) and Bina (2013).

The second hypothesis, “awareness of the importance of small businesses and local services boosts support for local retailers,” emphasizes consumer awareness at the time of purchase. Analyzing the independent variables, social influence, community belonging, and peer norms promote purchases in physical stores (2.933), promoting small businesses and urban services over e-commerce (1.940). Therefore, the results align with the research of Fernández-Ferrín et al. (2024) and Clark et al. (2017). Similarly, the results reveal a predisposition to shop at local and family businesses (3.350) in order to support a social and economic ecosystem, even at the cost of forgoing potential price savings offered by e-commerce (1.768). This outcome aligns with the guidelines indicated by Breugelmans et al. (2023), as local stores fulfill the needs related to societal contributions, which are less relevant in e-commerce. At the same time, the results confirm that emotions, social influence, and habits play a key role in supporting family businesses by aligning closely with customer values (Syed et al., 2024).

The results empirically demonstrate that the viability of family-owned retail businesses depends largely on personal motivations and the adoption of sustainable business strategies. Our results align with international studies (Raji and Olawore, 2023; Vyas et al., 2023; Kupfer et al., 2024), but while those emphasize competition and structural shifts, we highlight the distinctive role of sustainability and socio-emotional factors in consumer choices. In consequence, the findings reveal the relevance of deploying strategies aligned with the Triple Bottom Line perspective. Based on this, the results show the possibility of both business models coexisting. The viability and sustainability of family-owned businesses depend significantly on the family reputation associated with them. Therefore, businesses must align with animal welfare and environmental care, responsible usage of technology, but also with employee well-being and community involvement (Nogueira et al., 2025). Family businesses must meet customer needs and expectations trust-based relationships, technology community engagement, environmental responsibility, and ethical practices. Likewise, value creation (Teece and Linden, 2017) through the intangible factors analyzed can compensate for the competitive disadvantage of family businesses in terms of pricing (Islam et al., 2024). Therefore, the results confirm the viability of family businesses and e-commerce, as they address distinct but complementary consumer needs, extending the findings of Thomé et al. (2021).

The study analyzes and reveals the importance of promoting the relevance of social and economic factors in family-owned retail businesses. Based on customer knowledge and their needs, business models belonging to family legacies can adapt to meet expectations. Furthermore, according to the results, family businesses benefit from advantages granted by consumers, particularly trust in the products sold and sustainable processes. Consequently, family businesses can position themselves in market segments characterized by quality, sustainability, animal welfare, and environmental care. Therefore, the study highlights the viability of these businesses based on leveraging their competitive advantages.

Likewise, the research contributes to consolidating existing theory. The study is based on a consumer-centered perspective to analyze intangible factors that encourage purchasing behaviors. It also demonstrates the validity of this perspective for examining psychosocial characteristics that influence channel choice, such as environmental, animal, or social awareness. At the same time, the research reinforces the relevance of analyzing business strategies through the Triple Bottom Line perspective. The results revealed that Triple Bottom Line (TBL) enables the analysis of the impact of implementing strategies that consider environmental and social care to increase economic viability. Moreover, the research demonstrates the validity of applying a combination of Willingness-To-Pay (WTP) and TBL perspectives to study consumer expectations and, consequently, guide the development of business strategies. By integrating WTP with the TBL framework, this study provides empirical evidence that consumers are willing to pay a price premium when sustainability, animal welfare, and trust-based attributes are communicated effectively, thus reinforcing the long-term strategic positioning of family businesses.

Regarding, the study highlights the importance of designing business strategies based on social preferences and competitive advantages. The results suggest that family-owned retail businesses maintain a strong market positioning in intangible factors. Consumer trust in the products sold and their operations encourages the purchase of products focused on sustainability and animal welfare. This is particularly relevant given the growing social trends centered around sustainable development and animal welfare. Therefore, family business strategies should capitalize on these advantages to position themselves as leaders in the sale of high-quality, sustainable products. Specifically, family businesses can implement targeted communication campaigns that emphasize their commitment to sustainability and animal welfare, leveraging storytelling and transparency to build deeper consumer connections.

Likewise, the results suggest that family businesses hold competitive advantages among population segments with a strong sense of belonging to social groups. Additionally, the findings reveal a willingness among consumers to accept a price premium when purchasing from family businesses that contribute to the urban socio-economic landscape. This premium pricing potential represents a direct commercial opportunity that could be quantified in future research by estimating sales margins or consumer surplus linked to sustainability-driven preferences. Thus, family businesses should develop strategies that balance environmental care, worker well-being, and business profitability. In parallel, family businesses could introduce loyalty programs or community engagement initiatives that reinforce social bonds and highlight their socio-economic contributions. Through communication strategies, family-owned retail businesses can promote their role and relevance in society and strengthen their competitive advantages. In this sense, business resilience should not only be understood as economic survival but also as the ability to create trust-based relationships that connect sustainability, consumer identity, and long-term viability. Finally, AME values demonstrate that strengthening communication around environmental values, sustainability, and community embeddedness can lead to tangible gains in consumer loyalty and market share for family-owned retail businesses.

Regarding implications for policymakers, the study reveals the need to develop programs aimed at raising social and environmental awareness. By increasing public knowledge about the contribution of family-owned retail businesses to society, the viability of these businesses can be improved. Strengthening these aspects can also enhance consumer trust in the quality and sustainability of traditional retail. In this regard, policymakers could design incentive schemes such as tax benefits or grants for family-owned retailers adopting sustainable practices, as well as support public campaigns that raise awareness of the positive social and environmental impact of these businesses.

These recommendations can be directly aligned with broader European initiatives such as the EU Green Deal (European Commission, 2019) and the Circular Economy Action Plan (European Commission, 2020), which encourage sustainable consumption and production. At the Iberian level, Spain's Recovery, Transformation and Resilience Plan (European Commission, 2021) and Portugal's Comércio Digital Program (ACEPI, 2021) offer concrete frameworks that could integrate family-owned retailers as key actors in fostering sustainable commerce. Furthermore, training programs could be established to help family businesses integrate sustainability into their operations effectively.

Finally, it is necessary to acknowledge that the study has certain limitations. Despite the heterogeneity of the sample, its size and cultural characteristics may influence the results. While this study offers valuable insights into consumer behavior and sustainability practices within the Iberian retail context, the findings should be interpreted with consideration of the region's unique cultural, economic, and social dynamics. However, this geographic and cultural focus also provides an opportunity for future research to conduct cross-cultural comparisons and thereby broaden the applicability of these findings in other contexts.

The supplementary material for this article can be found online.