Core competences, strategy and performance: the case of international retailers in China

This research aims to analyse the central role of core competences in retail internationalisation. The authors analyse field data generated from in-depth interviews of top Chinese subsidiary managers, using the principles of the grounded theory methodology. The inductive process identified two types...

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Bibliographic Details
Published inThe International review of retail, distribution and consumer research Vol. 19; no. 4; pp. 349 - 369
Main Authors Cao, L. L., Dupuis, M.
Format Journal Article
LanguageEnglish
Published London Routledge 01.09.2009
Taylor & Francis Ltd
Taylor & Francis (Routledge)
Subjects
Business administration
China
Competition
core competences
Core competencies
domain_shs.gestion.mark
Foreign markets
Foreign subsidiaries
Humanities and Social Sciences
international retailing
Internationalization
Multinational enterprises
Planning methods
Retail trade
Retailing industry
Strategic management
Strategic planning
strategy
Studies
China
international retailing
core competences
performance
strategy
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Summary:This research aims to analyse the central role of core competences in retail internationalisation. The authors analyse field data generated from in-depth interviews of top Chinese subsidiary managers, using the principles of the grounded theory methodology. The inductive process identified two types of core competences in the subsidiaries of international retailers: basic competences and architectural competences. This classification leads to research propositions on the impact of the core competences on strategy choice, and on the performance of the subsidiaries of international retailers.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:0959-3969
1466-4402
DOI:10.1080/09593960903331360