Abstract
In today’s rapidly evolving retail environment, marked by market uncertainty, shifting consumer expectations, and intensified competition, agility has emerged as a critical strategic capability. This research investigates retail agility as a distinct construct, proposing a comprehensive conceptual framework that illustrates how fashion retailers navigate volatility and complexity.This study explores the processes and core elements of retail agility to capture its unique characteristics. Drawing on qualitative data from 35 interviews with senior leaders and managers across fast-fashion and luxury retail segments in Europe and North America, a six-step thematic analysis reveals how retail agility is understood, enacted, and sustained.
The findings show that retail agility transcends isolated adoption, representing a deeply embedded organizational mindset and ongoing practice. In particular, the framework identifies key catalyst forces arising from both market and organizational contexts. It further outlines core retail agility pillars—market sensing, testing, action, collaboration, and speed—that collectively drive retail agility practices. Additionally, the framework highlights potential roadblocks, such as brand identity rigidity and decision-making confusion, which can impede effective implementation. Together, these elements shape the potential outcomes of retail agility, notably enhanced performance and competitiveness.
By conceptualizing retail agility as a distinct construct, this study offers theoretical clarity and practical insights for retailers aiming to embed agility within their strategic models. It highlights that, when effectively institutionalized, retail agility not only enhances responsiveness but also empowers retailers to proactively influence and shape their competitive landscapes.
| Date of Award | 9 Dec 2025 |
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| Original language | English |
| Awarding Institution |
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| Supervisor | Eleonora Pantano (Supervisor) & Ana Javornik (Supervisor) |