Retail internationalisation through M&amp;As: a study of the talent challenge in a British-acquired Taiwanese-retailer in mainland China

Xun, Jiyao

doi:10.1080/09593969.2010.491216

Cited by 4 publications

(3 citation statements)

References 32 publications

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“…Specifically, the single case study approach has been an increasingly popular methodology within the retail internationalization literature (Sparks 2000;Bianchi and Arnold 2004;Palmer 2005;Palmer and Quinn 2007;Jonsson 2008;Xun 2010;Bhardwaj et.al. 2011).…”

Section: Methodsmentioning

confidence: 99%

Costco and the Aussie Shopper: a case study of the market entry of an international retailer

Minahan

Huddleston

Bianchi

2012

The International Review of Retail, Distribution and Consumer R

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Section: Methodsmentioning

confidence: 99%

Costco and the Aussie Shopper: a case study of the market entry of an international retailer

Minahan

Huddleston

Bianchi

2012

The International Review of Retail, Distribution and Consumer R

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“…For example, Gamble and Huang (2009) analysed how one foreign retail store applies two employment systems in the Chinese market and consider the effective HR practices they adopted. Similarly, Xun (2010) who analysed the talent challenges in a multinational expatriate-based management system at Tesco. Case study methods based on qualitative primary sources have also been adopted in recent studies on international retailing (Moore et al 2004;Evans et al, 2008;Wigley and Chiang, 2009;Bianchi, 2009;Siebers, 2012).…”

Section: Qualitative Research Designmentioning

confidence: 99%

Transferring management practices to China: a Bourdieusian critique of ethnocentricity

Siebers

Kamoche

2014

The International Journal of Human Resource Management

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This paper provides a critique of the emergent theories of human resource management in China with a view to generating new theoretical insights with particular reference to Pierre Bourdieu's social theory. It re-assesses the relevance of the orthodox critique of ethnocentricity and the coherence of approaches embedded in Chinese culture. With reference to six case studies of the largest retail firms, we identify two key challenges: the reliance on headquarter human resource practices that reflect an ethnocentric ethos, i.e. country-of-origin bias, and the failure to empower local managers and the problems this creates for managers expected to implement ethnocentric practices. We examine how Bourdieu's social theory sheds light on the processes by which these firms realise their strategic objectives through the complicity of local managers whose scope for resistance is constrained by the use of normative control and in part through attractive remuneration and career prospects that generate Bourdieusian capital for these managers. We conclude with some suggestions for further research.

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“…It is suitable for researching hybridization practices (Tempel and Walgenbach, 2007) and organizational responses to China's retail environment (e.g. Gamble and Huang, 2009;Tacconelli and Wrigley, 2009;Gamble, 2010;Xun, 2010;Siebers et al, 2015). A multiple case-study design is deemed to be the most appropriate, because multiple cases provide more compelling evidence and more robust findings (Yin, 2003) and allow for replication logic and crosscase comparisons (Stake, 2006).…”

Section: Multiple Case-study Approachmentioning

confidence: 99%

Hybridization practices as organizational responses to institutional demands: The development of Western retail TNCs in China

Siebers

2016

J Econ Geogr

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This longitudinal case study evaluates the strategic responses of Western retail transnational corporations (TNCs) to China's business environment. It explicates how hybridization helps adapt and ultimately alter local institutional settings. Two-fold findings are discussed: the hybrid practices impacting on host market institutions, involving laws and regulations, fair competition, business networks, empowerment, corporate social responsibility, employee retention and quality control; and those impacting on consumption patterns, involving tailored offerings, targeting, new market ideology, store location, price and cost leadership. By doing so, the TNCs create new competitive pressures on China's retail market. The findings show the transfer of management practices that do not align with a host market may subtly alter its norms and practices. To sustain competitive advantage and enhance territorial embeddedness, the TNCs switch their key stakeholders from the governments to their businesses, the society and the consumers over time. However, their long-term legitimacy remains uncertain in China.

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Retail internationalisation through M&As: a study of the talent challenge in a British-acquired Taiwanese-retailer in mainland China

Cited by 4 publications

References 32 publications

Costco and the Aussie Shopper: a case study of the market entry of an international retailer

Costco and the Aussie Shopper: a case study of the market entry of an international retailer

Transferring management practices to China: a Bourdieusian critique of ethnocentricity

Hybridization practices as organizational responses to institutional demands: The development of Western retail TNCs in China

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