International retail joint venture learning

Mark J. Palmer*

*Corresponding author for this work

Research output: Contribution to journalArticle

Abstract

Where retail entry mode decision-making is examined in the literature, it has almost exclusively focused upon international store acquisitions and franchising growth and expansion. In contrast, international joint venture decision-making processes are visibly absent in the international retail literature. This article explores three retail multinationals' international retail joint venturing experiences, extracting some of the salient lessons learned at each stage of the joint venture development process and their concurrent impact on the whole internationalisation process. Suggestions for further research are made on the basis of gaps in the international retail literature and the lessons extracted from the cases under investigation. © 2006 Taylor & Francis.

Original languageEnglish
Pages (from-to)165-187
Number of pages23
JournalService Industries Journal
Volume26
Issue number2
DOIs
Publication statusPublished - Mar 2006

Fingerprint

Decision making
Retail
Joint ventures

Keywords

  • retail entry mode decision-making
  • international store acquisitions
  • franchising growth
  • expansion
  • retail multinationals
  • international retail joint venture

Cite this

Palmer, Mark J. / International retail joint venture learning. In: Service Industries Journal. 2006 ; Vol. 26, No. 2. pp. 165-187.
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International retail joint venture learning. / Palmer, Mark J.

In: Service Industries Journal, Vol. 26, No. 2, 03.2006, p. 165-187.

Research output: Contribution to journalArticle

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