Plan of Action Development: How the Universal Retailers Reconstruct their Center Business Statistics in another Host Nation

Padmavathy V, AVVAIYAR COLLEGE OF ENGINEERING AND TECHNOLOGY FOR WOMEN

Global Setting, Global Business, Revamping, Multinational, Internationalization

In spite of the fact that investigation into the plan of action has gotten expanding consideration, few examinations have so far been led on plan of action advancement in a global setting. The reason for the examination is to recognize different examples of plan of action development which empowers worldwide retailers to reconstruct their center business rationale in new host nations. Based on looking into the plan of action changes of 15 universal retailers from different home nations to one single host nation (China), our investigation gives an inside and out comprehension of plan of action development with regards to global business. By taking a gander at the firms abilities in revamping their center rationale in the setting of a host nation, we uncover six courses of retail plan of action advancement. Using the focal point of authoritative learning hypothesis and internationalization, we distinguish three examples of asset arrangement by universal organizations during the time spent creating plan of action developments. Our investigation, thus the, gives experiences and direction to multinational organizations when all is said in done, universal retailers specifically, with respect to how to effectively adjust their plan of action from home nation to have nation.
    [1] Eriksson, K., Johanson, J., Majkga°rd, A., & Sharma, D. D. (1997). Experiential knowledge and cost in the internationalization process. Journal of International Business Studies, 28(2), 337–360. [2] Fang, Y., Wade, M., Delios, A., & Beamish, P. W. (2013). An exploration of multinational enterprise knowledge resources and foreign subsidiary performance. Journal of World Business, 48(1), 30–38. [3] Forsgren, M. (2016). A note on the revisited Uppsala internationalization process model – The implications of business networks and entrepreneurship. Journal of International Business Studies, 47(9), 1135–1144. [4] Frost, T. S. (2001). The geographic sources of foreign subsidiaries’ innovations. Strategic Management Journal, 22(2), 101–124. [5] Goldman, A. (1981). Transfer of a retailing technology into the less developed countries: The supermarket case. Journal of Retailing, 57(2), 5–29. [6] Hitt, M. A., Hoskisson, R. E., & Ireland, R. D. (1994). A mid-range theory of the interactive effects of international and product diversification on innovation and performance. Journal of Management, 20(2), 297–326. [7] Jansen, J. J. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2006). Exploratory in- novation, exploitative innovation: And performance: Effects of organizational ante- cedents and environmental moderators. Management Science, 52, 1661–1674. [8] Johanson, J., & Vahlne, J.-E. (1977). The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1), 23–32. [9] Johanson, J., & Vahlne, J.-E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40(9), 1411–1431. [10] Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. (cover story). Harvard Business Review, 86(12), 50–59. [11] Kacker, M. (1988). International flow of retailing know-how: Bridging the technology gap in distribution. Journal of Retailing, 64(1), 41–67. [12] Kindström, D. (2010). Towards a service-based business model −Key aspects for future competitive advantage. European Management Journal, 28(6), 479–490. [13] Koriat, A., Goldsmith, M., & Pansky, A. (2000). Toward a psychology of memory accu- racy. Annual Review of Psychology, 51, 481–537. [14] López Rodríguez, J., & García Rodríguez, R. M. (2005). Technology and export behaviour: A resource-based view approach. International Business Review, 14(5), 539–557. [15] Landau, C., Karna, A., & Sailer, M. (2016). Business model adaptation for emerging markets: A case study of a German automobile manufacturer in India. R&D Management, 46(3), 480–503. [16] Landry, R., Amara, N., & Lamari, M. (2002). Does social capital determine innovation? To what extent? Technological Forecasting & Social Change, 69, 681–701. [17] Lee, Y., Shin, J., & Park, Y. (2012). The changing pattern of SME's innovativeness through business model globalization. Technological Forecasting and Social Change, 79(5), 832–842. [18] Li, P. P. (2010). Toward a learning-based view of internationalization: The accelerated trajectories of cross-border learning for latecomers. Journal of International Management, 16(1), 43–59. [19] Machado-da-Silva, C. L., Casali, A. M., & Rocha Fernandes, B. H. (2001). [20] Internationalization and organizational change: A multi case study of brazilian or- ganizations. Latin American Business Review, 2(3/4), 61–96. [21] Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86–92. March, J. G. (1991). Exploration and expoitation in organizational learning. OrganizationScience, 2(1), 71–87. [22] Markides, C. (2006). Disruptive innovation: In need of better theory. Journal of Product Innovation Management, 23(1), 19–25. [23] Martenson, R. (1987). Is standardisation of marketing feasible in culture bound in- dustries? A European case study. International Marketing Review, 4(3), 7–17. [24] Massa, S., & Testa, S. (2011). Beyond the conventional-specialty dichotomy in food re- tailing business models: An Italian case study. Journal of Retailing & Consumer Services, 18(5), 476–482. [25] Massa, L., Tucci, C. L., & Afuah, A. (2017). A critical assessment of business model re- search. Academy of Management Annals, 11(1), 73–104. [26] McGrath, R. G. (2010). Business models: A discovery driven approach. Long Range Planning, 43(2/3), 247–261. [27] Moingeon, B., & Lehmann-Ortega, L. (2010). Creation and implementation of a new business model: A disarming case study. M@n@gement, 13, 266–297. [28] Molero, J. (1998). Patterns of internationalization of Spanish innovatory firms. Research Policy, 27(5), 541–558. [29] Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: Toward a unified perspective. Journal of Business Research, 58(6), 726–735. [30] OECD (2005). The measurement of scientific and technological activities: Proposed guidelines for collecting and interpreting technological data. [31] Onetti, A., Zucchella, A., Jones, M., & McDougall-Covin, P. (2012). Internationalization, innovation and entrepreneurship: Business models for new technology-based firms. Journal of Management & Governance, 16(3), 337–368. [32] Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present: And future of the concept. Communications of the Association for Information Systems, 16, 1–25. [33] Pateli, A. G., & Giaglis, G. M. (2005). Technology innovation- induced business model change: A contingency approach. Journal of Organizational Change Management, 18(2), 167–183. [34] Rask, M. (2014). Internationalization through business model innovation: In search of relevant design dimensions and elements. Journal of International Entrepreneurship, 12(2), 146–161. [35] Reinartz, W., Dellaert, B., Krafft, M., Kumar, V., & Varadarajan, R. (2011). Retailing in- novations in a globalizing retail market environment. Journal of Retailing, 87, S53–S66. [36] Rogers, M. (2004). Networks, firm size and innovation. Small Business Economics, 22(2), 141–153. [37] Roper, S., & Love, J. H. (2002). Innovation and export performance: Evidence from the UK and German manufacturing plants. Research Policy, 31(7), 1087–1102. [38] Schmid, S., & Kotulla, T. (2011). 50 years of research on international standardization and adaptation-From a systematic literature analysis to a theoretical framework. [39] International Business Review, 20(5), 491–507. [40] Schneider, S., & Spieth, P. (2013). Business model innovation towards an integrated future research agenda. International Journal of Innovation Management, 17(1), 1–34
Paper ID: GRDJEV03I100013
Published in: Volume : 3, Issue : 10
Publication Date: 2018-10-01
Page(s): 6 - 13