INTRAPRENEURSHIP IN ORGANIZATIONS: A SYSTEMATIC REVIEW OF ANTECEDENTS IN THE PAST DECADE

Omnichannel retailing, a high-investment venture widely adopted, focuses on offering a seamless customer experience and on increasing shareholder value as a competitive advantage for retailers. However, omnichannel retailing shows low online sales contribution, as online platforms were added to brick-and-mortar stores to eventually yield viable earnings. As such, this study sought to identify the challenges that contribute to low online sales and, consequently, to suggest remedies to the problem. The aim is to increase the viability of the omnichannel investment by improving online sales and enhancing the seamless customer experience. The semi-structured interviews were conducted with 11 apparel omnichannel retail managers and supervisors in South Africa. The thematic analysis, aided by NVivo 15, analysed the qualitative data, and interpretivist philosophy viewed the narrative from a purposive sampling technique. The inductive approach yields findings resonating with internal competition, disgruntled in-store staff who are unwilling to participate in high-integration activities, and unmet customer expectations. The strategic intent appears to have negative managerial implications, including customer dissatisfaction and reduced online sales. The findings further imply a restructuring of the organisational trajectory to promote teamwork towards meeting customer expectations.