OMNICHANNEL SERVICE RECOVERY IN RESOURCE-CONSTRAINED FIRMS: INTEGRATING CUSTOMER VOICE, EMPLOYEE DISCRETION, AND ORGANIZATIONAL LEARNING

Abstract

This conceptual and integrative review develops a framework for omnichannel service recovery in micro, small, and medium enterprises. It addresses the problem that customers increasingly move between physical and digital channels, yet small firms often lack connected records, consistent authority, and learning routines for resolving failures across channel boundaries. Drawing on the resource-based view, dynamic capabilities, organizational learning, absorptive capacity, social capital, and resilience, the paper explains how cross-channel listening, shared case visibility, bounded employee discretion, fair recovery design, service-failure learning can be organized as mutually reinforcing routines. The proposed pathway moves from problem diagnosis and capability mapping to bounded experimentation, evidence review, resource reconfiguration, and learning retention. No primary survey, interview, experimental, administrative, or statistical data are claimed. The framework links these mechanisms to response consistency, perceived fairness, customer trust, retention, service resilience and identifies managerial, institutional, and research implications suitable for resource-constrained enterprises.