Strategic Issues in International Retailing

Dawson, John A.; Larke, Roy; 向山, 雅夫

doi:10.4324/9780203639627

Cited by 42 publications

(14 citation statements)

References 62 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The gap is just beginning to be filled and recently we have seen a number of papers and collections of them (notably Dawson et al 2006, Dawson and Lee 2005). As mentioned above, Coe and Wrigley (2007) have recently articulated a broad conceptualization of the impact of RI on developing economies, but the research agenda is only just beginning to be taken up.…”

Section: Research Directionsmentioning

confidence: 98%

The transformation of retailing in Asia Pacific

Howard

2009

Asia Pacific Business Review

View full text Add to dashboard Cite

Section: Research Directionsmentioning

confidence: 98%

The transformation of retailing in Asia Pacific

Howard

2009

Asia Pacific Business Review

View full text Add to dashboard Cite

“…Textbooks and edited collections of articles imply the relevance of culture or discuss aspects of it -usually with regards to consumer, supplier, or management behaviour (Bruce, Moore, & Birtwistle, 2004;Dawson, Larke, & Mukoyama, 2006;McGoldrick & Davies, 1995). Alexander (1997), Alexander and Doherty (2008), and Sternquist (1998) refer to country culture explicitly in the context of functionalist concepts.…”

Section: International Retailing and Culturementioning

confidence: 99%

Organizational culture as differentiator in international retailing

Pioch

Gerhard

2014

The Service Industries Journal

View full text Add to dashboard Cite

Much of the international retailing literature echoes major retailers' assertions that inimitable organizational cultures can create competitive advantage. However, the culture concept remains ill-defined and systematic international empirical analysis is lacking. Based on website analyses of nine international retailers, the paper investigates how organizations define their cultures, codify and transfer them into practice, and aim to homogenize them across borders. Although some evidence for organization-specific cultural aspirations is identified, findings suggest that retailers' cultures become homogenized within and between countries. This supports previous work on the existence of industry-specific macro cultures and challenges the resource-based view, which sees culture as a source of competitive advantage.

show abstract

“…In general, the surge of Western retail FDI into developing economies which characterised the late 1990s was stimulated by the longer-term growth opportunities that emerging markets offered in terms of exploiting and upgrading traditional retail systems (Dawson et al, 2006). During the late 1990s…”

Section: Conceptualising the Retail Revolutionmentioning

confidence: 99%

The emerging food retail structure of Vietnam

Nguyen

Wood

Wrigley

2013

International Journal of Retail &Amp; Distribution Management

View full text Add to dashboard Cite

Purpose -The purpose of this paper is to trace the modernisation of the retail structure of Vietnam from a closed market to one that is increasingly open to retail transnational corporation (TNC) entry and associated Western retail formats. Design/methodology/approach -The authors undertake this study of retail change through the analysis of a wide range of governmental and industry secondary data -much of which has not entered western academic debate given the challenges of access and translation. In doing so, this period of adaptation is related to well-known studies concerning the diffusion of western forms of retailing discussed across the social sciences. Findings -As a country encountering the third wave of supermarket proliferation within emerging markets, Vietnam's experience is found to broadly fit the models of retail foreign direct investment (FDI) entry and retail "modernisation" suggested by Natawidjaja et al. and Dries et al. The retail change process was affected by a slow, progressive creep of market liberalisation where, as late as 2009, a foreign partner could hold only up to 49 per cent of capital in a joint venture. While analysis of the evidence suggests some retailers flouted these laws or employed creative approaches to mitigating their effects, such regulations clearly underpinned a less intense initial influx of retail FDI than had been experienced elsewhere in Asia and maintained a high domestic ownership level in the retail market. Retail modernisation has intensified in recent years, with greater international entry, expansion and retail format proliferation diffusing from cities to more rural locations, though the top five grocery operators still account for less than 4 per cent of the grocery market. Originality/value -Studies within retail management of retail internationalisation have tended to focus on fully liberalised countries that have attracted high rates of retail capital. In contrast, this paper focuses on understanding the emergence of one of the countries somewhat later to these trends.

show abstract

Strategic Issues in International Retailing

Cited by 42 publications

References 62 publications

The transformation of retailing in Asia Pacific

The transformation of retailing in Asia Pacific

Organizational culture as differentiator in international retailing

The emerging food retail structure of Vietnam

Contact Info

Product

Resources

About