Table 1 Summary of papers on this... | Emerald Publishing

Table 1

Summary of papers on this special issue

Authors	Technology focus	Research questions	Theoretical lens	Method	Key findings	Contributions to gaps	Managerial implications
Garg et al. (2026)	Drone delivery	How do expectancy, instrumentality, valence and consumer engagement with retailers influence consumer motivation to use drone delivery in an omnichannel retail setting?	Expectancy theory	PLS-SEM and NCA using survey data	(1) All three positively predict both consumer motivation and CER; (2) Valence is the strongest predictor of motivation and the only VIE component imposing a binding bottleneck threshold; (3) Expectancy and instrumentality are statistically necessary conditions; (4) CER significantly predicts motivation and partially mediates all paths, but not a necessary condition	Extends Expectancy Theory into consumer-facing logistics contexts, revealing that the VIE components play structurally distinct roles rather than functioning as interchangeable predictors. Repositions CER as a relational amplifier, specifying when and how the consumer-retailer relationship shapes readiness for fulfillment innovation adoption	Emphasize personal value (speed, convenience, sustainability and innovative appeal) first, then reinforce reliability and practical benefits
Garg et al. (2026)	Drone delivery		Expectancy theory	PLS-SEM and NCA using survey data			Scale only when consumer readiness thresholds are met; integrate drones into existing apps and loyalty programs
Park et al. (2026)	Technology-enabled delivery platforms, channel integration	“Do delivery platform partnerships result in significant, positive sales gains for restaurants through their physical and online direct channels?” & “Can restaurants' operational strategies impact the relationship?”	Channel capabilities theory	Difference-in-differences models with propensity score matching using secondary expenditure data	(1) Platform partnerships yield a 1.36% increase in physical channel sales and a 42.6% increase in direct, online sales. (2) Sparse physical store networks derive greater store sales increases from partnerships. (3) Direct online fulfillment integration leads to higher online sales	Extends channel-capabilities literature by demonstrating that delivery platforms act as a complement (rather than substitute) to direct channels. Provides guidance on how physical footprint and direct-fulfillment capabilities moderate these benefits	Prioritize platform partnerships in sparse-store markets and route orders through the restaurant’s own app/site while outsourcing delivery
Park et al. (2026)	Technology-enabled delivery platforms, channel integration		Channel capabilities theory				Compare revenue gains with commissions and operating costs; scale back platforms as direct channels strengthen
Oliveira et al. (2026)	Real-time data processing, adaptive distribution networks, omnichannel fulfillment	“How can an adaptive, technology-driven DN be structured to dynamically allocate orders and improve operational performance in a consumer-centric omnichannel environment subject to attended delivery constraints?”	Organizational Information Processing Theory (OIPT)	Simulation study based on real-world retail and consumer survey data	(1) Relying on a single facility type is insufficient for diverse demands. (2) Decentralizing into a hybrid approach and postponing fulfillment decisions with real-time data mitigates task uncertainty, reduces fulfillment time and minimizes failed delivery attempts	Addresses a gap in the holistic integration of multiple delivery modes, logistics preferences and inventory locations. Operationalizes real-time, consumer-driven order allocation to replace static network designs	Dynamically assign orders to the nearest stocked store or DC using real-time inventory and delivery-preference data
Oliveira et al. (2026)			Organizational Information Processing Theory (OIPT)				Use scheduled home delivery to reduce failed attempts and prepare stores for ship-from-store through layout changes, training and added staffing as volume grows
Yuan et al. (2026)	Omnichannel Reverse Logistics	What is the association between the use of BORIS cross-channel return service and e-retailer business performance?	Transaction Cost Theory	Econometrics	BORIS provides a negligible direct benefit to website sales and has no meaningful impact on other performance metrics but weakly bolsters average order value and web traffic for in-store pickup When sponsored search spend is low, BORIS lifts AOV but not conversion rates. Conversely, BORIS drives incremental website traffic when paired with high-spend sponsored search E-retailers using BORIS for competitive purposes may face significant consequences related to social media moderation	By moving beyond simple sales figures, this study shows empirical evidence that supports anecdotes and it also contends that BORIS’s direct benefits are often weaker or more conditional than previously assumed. Specifically, its interaction effects provide guidance on how marketing levers like free shipping and digital advertising spend can impact conversion, traffic and average order value	Target BORIS to premium customers and high-priced products to increase order value and website traffic, not overall sales
Yuan et al. (2026)	Omnichannel Reverse Logistics		Transaction Cost Theory	Econometrics			Bricks-and-clicks retailers should invest in dedicated counters, trained staff and digital return tracking; pure e-retailers should partner only if BORIS reduces reverse-logistics costs or complexity
Bianco et al. (2026)	Warehouse automation	How and to what extent do grocery retailers develop and deploy warehouse automation as a capability to transform logistics processes in response to evolving operational and market demands?	Dynamic Capabilities	Qualitative study, interviews	There are six core DC processes supported by automation: inbound and outbound handling, pallet storage and depalletization, layer/case storage and picking There are five strategic factors guiding automation choices: selectivity, accessibility, expandability, scalability and resilience Warehouse automation is a dynamic capability, as selectivity and accessibility support sensing, expandability and scalability facilitate seizing and resilience maintains transformation	Focuses on warehouse automation as a strategic process of building long-term adaptability as opposed to a static, technology-centric investment	Map DC processes to suitable automation technologies and identify improvement gaps
Bianco et al. (2026)	Warehouse automation		Dynamic Capabilities	Qualitative study, interviews			Evaluate investments on selectivity, accessibility, expandability, scalability and resilience, not cost alone
Merkert et al. (2026)	Drone delivery	How do warehouse operators and drone service providers perceive adoption decisions and collaborative arrangements at the technological, organizational and environmental dimensions?	Technology–Organization–Environment	Semi-structured interviews	(1) Technological factors for drone delivery are the primary drivers of managers' adoption decisions. (2) Organizational collaboration between warehouse operators and drone service providers is essential but currently underdeveloped and various governance mechanisms have emerged. (3) For a wider adoption of drones for warehousing and last-mile delivery, environmental support in the form of regulation and ecosystem support are necessary	Shifts the focus from consumer acceptance of drone delivery to the organizational perspective by focusing on adoption challenges and opportunities	Successful implementation does not depend on the drone technology itself but on organizational collaboration and governance. The successful adoption of drone delivery requires drones to be integrated into existing warehouse and last-mile delivery operations and should be based on operational needs rather than as a standalone technology

Authors	Technology focus	Research questions	Theoretical lens	Method	Key findings	Contributions to gaps	Managerial implications
Garg et al. (2026)	Drone delivery	How do expectancy, instrumentality, valence and consumer engagement with retailers influence consumer motivation to use drone delivery in an omnichannel retail setting?	Expectancy theory	PLS-SEM and NCA using survey data	(1) All three positively predict both consumer motivation and CER; (2) Valence is the strongest predictor of motivation and the only VIE component imposing a binding bottleneck threshold; (3) Expectancy and instrumentality are statistically necessary conditions; (4) CER significantly predicts motivation and partially mediates all paths, but not a necessary condition	Extends Expectancy Theory into consumer-facing logistics contexts, revealing that the VIE components play structurally distinct roles rather than functioning as interchangeable predictors. Repositions CER as a relational amplifier, specifying when and how the consumer-retailer relationship shapes readiness for fulfillment innovation adoption	Emphasize personal value (speed, convenience, sustainability and innovative appeal) first, then reinforce reliability and practical benefits
Garg et al. (2026)	Drone delivery		Expectancy theory	PLS-SEM and NCA using survey data			Scale only when consumer readiness thresholds are met; integrate drones into existing apps and loyalty programs
Park et al. (2026)	Technology-enabled delivery platforms, channel integration	“Do delivery platform partnerships result in significant, positive sales gains for restaurants through their physical and online direct channels?” & “Can restaurants' operational strategies impact the relationship?”	Channel capabilities theory	Difference-in-differences models with propensity score matching using secondary expenditure data	(1) Platform partnerships yield a 1.36% increase in physical channel sales and a 42.6% increase in direct, online sales. (2) Sparse physical store networks derive greater store sales increases from partnerships. (3) Direct online fulfillment integration leads to higher online sales	Extends channel-capabilities literature by demonstrating that delivery platforms act as a complement (rather than substitute) to direct channels. Provides guidance on how physical footprint and direct-fulfillment capabilities moderate these benefits	Prioritize platform partnerships in sparse-store markets and route orders through the restaurant’s own app/site while outsourcing delivery
Park et al. (2026)	Technology-enabled delivery platforms, channel integration		Channel capabilities theory				Compare revenue gains with commissions and operating costs; scale back platforms as direct channels strengthen
Oliveira et al. (2026)	Real-time data processing, adaptive distribution networks, omnichannel fulfillment	“How can an adaptive, technology-driven DN be structured to dynamically allocate orders and improve operational performance in a consumer-centric omnichannel environment subject to attended delivery constraints?”	Organizational Information Processing Theory (OIPT)	Simulation study based on real-world retail and consumer survey data	(1) Relying on a single facility type is insufficient for diverse demands. (2) Decentralizing into a hybrid approach and postponing fulfillment decisions with real-time data mitigates task uncertainty, reduces fulfillment time and minimizes failed delivery attempts	Addresses a gap in the holistic integration of multiple delivery modes, logistics preferences and inventory locations. Operationalizes real-time, consumer-driven order allocation to replace static network designs	Dynamically assign orders to the nearest stocked store or DC using real-time inventory and delivery-preference data
Oliveira et al. (2026)			Organizational Information Processing Theory (OIPT)				Use scheduled home delivery to reduce failed attempts and prepare stores for ship-from-store through layout changes, training and added staffing as volume grows
Yuan et al. (2026)	Omnichannel Reverse Logistics	What is the association between the use of BORIS cross-channel return service and e-retailer business performance?	Transaction Cost Theory	Econometrics	BORIS provides a negligible direct benefit to website sales and has no meaningful impact on other performance metrics but weakly bolsters average order value and web traffic for in-store pickup When sponsored search spend is low, BORIS lifts AOV but not conversion rates. Conversely, BORIS drives incremental website traffic when paired with high-spend sponsored search E-retailers using BORIS for competitive purposes may face significant consequences related to social media moderation	By moving beyond simple sales figures, this study shows empirical evidence that supports anecdotes and it also contends that BORIS’s direct benefits are often weaker or more conditional than previously assumed. Specifically, its interaction effects provide guidance on how marketing levers like free shipping and digital advertising spend can impact conversion, traffic and average order value	Target BORIS to premium customers and high-priced products to increase order value and website traffic, not overall sales
Yuan et al. (2026)	Omnichannel Reverse Logistics		Transaction Cost Theory	Econometrics			Bricks-and-clicks retailers should invest in dedicated counters, trained staff and digital return tracking; pure e-retailers should partner only if BORIS reduces reverse-logistics costs or complexity
Bianco et al. (2026)	Warehouse automation	How and to what extent do grocery retailers develop and deploy warehouse automation as a capability to transform logistics processes in response to evolving operational and market demands?	Dynamic Capabilities	Qualitative study, interviews	There are six core DC processes supported by automation: inbound and outbound handling, pallet storage and depalletization, layer/case storage and picking There are five strategic factors guiding automation choices: selectivity, accessibility, expandability, scalability and resilience Warehouse automation is a dynamic capability, as selectivity and accessibility support sensing, expandability and scalability facilitate seizing and resilience maintains transformation	Focuses on warehouse automation as a strategic process of building long-term adaptability as opposed to a static, technology-centric investment	Map DC processes to suitable automation technologies and identify improvement gaps
Bianco et al. (2026)	Warehouse automation		Dynamic Capabilities	Qualitative study, interviews			Evaluate investments on selectivity, accessibility, expandability, scalability and resilience, not cost alone
Merkert et al. (2026)	Drone delivery	How do warehouse operators and drone service providers perceive adoption decisions and collaborative arrangements at the technological, organizational and environmental dimensions?	Technology–Organization–Environment	Semi-structured interviews	(1) Technological factors for drone delivery are the primary drivers of managers' adoption decisions. (2) Organizational collaboration between warehouse operators and drone service providers is essential but currently underdeveloped and various governance mechanisms have emerged. (3) For a wider adoption of drones for warehousing and last-mile delivery, environmental support in the form of regulation and ecosystem support are necessary	Shifts the focus from consumer acceptance of drone delivery to the organizational perspective by focusing on adoption challenges and opportunities	Successful implementation does not depend on the drone technology itself but on organizational collaboration and governance. The successful adoption of drone delivery requires drones to be integrated into existing warehouse and last-mile delivery operations and should be based on operational needs rather than as a standalone technology