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Objective: This study investigates the impact of omnichannel practices in retail, driven by both the challenge of product commodification and the opportunities arising from digital technology adoption by consumers. The primary aim is to understand how these practices enhance customer purchase processes through seamless interactions across multiple channels and contribute to value creation. Methodology: Employing a qualitative multi-case study approach, the research examines 14 retailers to explore the implementation and outcomes of omnichannel practices. This methodology provides in-depth insights into the operational and strategic aspects of omnichannel retailing. Results: The study reveals that omnichannel practices contribute to value creation in four distinct themes: novelty, efficiency, complementarity, and lock-in. Contrary to the prevailing assumption in managerial orthodoxy that primarily associates omnichannel practices with efficiency, this research demonstrates that these practices can be leveraged in a more multifaceted manner. It also shows that activation of these value creation themes is not binary, as previously suggested, but varies in degrees and combinations. Practical Implications: Managers in the retail sector are advised to carefully consider which operational solutions to integrate into their omnichannel practices. This strategic selection should aim to activate a specific combination of value creation themes in a certain order and to a certain degree. The research is limited by its reliance on a qualitative approach and a relatively small sample size of 14 retailers. In the future, independent studies with large empirical and quantitative analyses should be done in order to confirm these insights.

In step with the development of digitalization, information technology has created an opportunity for retail organizations to offer new transaction mechanisms to their customers that can be used to their advantage and benefit value creation. Hence, many retail organizations today work to differentiate themselves by establishing omnichannel practices in which the company’s digital and physical channels are integrated to create a seamless and convenient customer experience. The aim of this study is to produce new knowledge regarding the value generated by omnichannel practices, and is based on a qualitative research method in which a multi-case exploration of six different companies has been carried out. The empirical data consist of nine semi-structured interviews with the organizations involved as well as on observations of the organizations’ omnichannel practices. Based on the results of the study, it is shown that omnichannel providers manage to create value by activating all business model themes, i.e. efficiency, novelty, lock-in and complementarities, in different ways and to varying degrees. It is also noted that various retail organizations have different ease of activating the four different value-creating sources and that this value creation is dependent on the retail organization's main activities and target group.