Since the arrival of omni-channel retailing, which promotes seamless experience for consumers and zero effort commerce, channel integration has been a big issue in both the domestic and the international retail industry. Some researchers have identified problems that can occur in the process of channel integration, such as cannibalization and channel conflict (Coelho & Easingwood, 2003). However, many studies on channel integration report its positive impact on a firm’s revenue growth through improved trust (Schramm-Klein & Morschett, 2006), higher consumer conversion rates (Neslin et al., 2006), and greater cross-selling opportunities (Berry et al., 2010). Regarding the issue of effectively establishing channel integration in order to bring positive synergy to a company, the present study intends to identify a solution within a company’s internal factors. This study aims to provide a strategic perspective on channel integration formation of domestic fashion retailers by identifying some of the key organizational components that drive a firm’s channel integration in this omni-channel era, when the boundaries between online and offline markets are disappearing. This study predicts that organizational structure and strategic orientation are the key components of a fashion retailer’s channel integration implementation in an omni-channel environment. As shown in previous studies, channel integration has a positive impact on a firm’s performance through active and innovative transformation of the organization’s hardware and software (Cao & Li, 2015; Yan, Wang, & Zhou, 2010). In particular, this study introduces channel (extension) strategies (number of different types of channels in both online and offline markets) into channel integration as one of the crucial variables, in addition to the two existing variables. The data were collected through a survey targeting mid-level executives or above, within a business unit of Korea’s fashion companies with over $10 million revenue. Through this selection, a total of 120 samples were used in the final analysis. Hierarchical regression modeling was used to prove the study’s hypothesis. The revenue size of a parent company and SBU was used as a control variable in the level 1 model; channel strategies in the level 2 model; organizational structure in the level 3 model, and organization strategic orientation in the level 4 model, which was used as an independent variable. Integrated back-end system and integrated human resource management, which are the highest levels of channel integration (Cao & Li, 2015; Oh, Teo, & Sambamurthy, 2012), have been used as dependent variables. The main findings of this study are as follows: In a back-end system integration model, organization strategic orientation was identified as the highest level when the organizational structure becomes more centralized, whereas the system integration level is the highest when the model is competitor-oriented and innovation-oriented. In the human resource management integration model, the human resource management integration level is at its highest when the organizational structure becomes formalized and specialized, and organization strategic behavior becomes more competitor-oriented and innovation-oriented.

According to the development of information technology (IT) and new media, customers’ needs have changed to seek not only high quality goods but also a differentiated service in retail stores (Lee & Shin, 2011). For this reason, fashion retail stores started to provide an interesting service by setting up an IT machine or a gadget in the stores. Thereby, customers can get the information or have a special experience while they shop fashion goods. IT shopping service is defined as using technology in retail stores to enhance interaction between retailers and customers. Retailers have tried several types of IT shopping services, which offer information or experience with a high or low level of technology. Informative IT shopping service provides various and useful information, which is related to each product such as size, color, contents, stock, location and fashion styling. Retailers use experiential IT shopping service as an emotional appeal that gives direct experience to customers in some way or other such as watching or acting in a virtual situation. Also, as technology develops, IT shopping services are embodied with diverse technology that are simple or complexity. Some are easy to use with one button and shows 2D images only, but some have a lot of contents such as video clips, SNS share service, showing 3D images, and implementing augment reality. We saw customer responses on the attributes of IT shopping service (informative vs. experimental) x technology level of IT shopping service (high vs. low) x fashion innovativeness/technology innovativeness (high vs. low) This study aims to see the effect of the attributes of IT shopping service and the level of technology on procedure satisfaction and outcome satisfaction, and the moderating effect of perceived enjoyment and perceived complexity. Furthermore, this study will see whether these effects affect visit intention. In this study, the experimental design was adopted as the main methodology, and a total of four stimuli types were selected: 1) informative x high technology 2) informative x low technology 3) experiential x high technology 4) experiential x low technology. The common element, which all types of stimuli have, is a digital touch screen since it is a general equipment nowadays, and the common fashion good for all types is a black blazer. The type of informative service only has the information (size range, color assortment, contents, stock) about selected fashion good with its image. High technology in informative service shows the image with 3D simulation that can help to see 360° of the blazer, and styling tips including a video clip. Moreover, it helps to share the information with friends via SNS. Low technology in informative service only shows a front side of the blazer and presents a store map for customers to find a product they want to try. The types of experiential service draw customer participation providing a picture of customers that are trying on clothes. Experiential service use augment reality (AR) as a high technology and take the back side of customers picture as low technology. For the manipulation check, 18 graduate students in total viewed for each type, and the total sample comprises 387 college students via survey instrument. All hypotheses were tested using AMOS and SPSS 18.0. The main findings of this study are as follows: depending on type of the attributes of IT shopping service and the level of technology affect perceived enjoyment and perceived complexity differently, and there were significant mediating effect of perceived variables toward IT shopping service on procedure satisfaction, outcome satisfaction, and visit intention. Implications for usefulness and role of the IT shopping service in fashion retail stores are provided. And also, limitation of this study and future study are suggested.