T.M. Robinson and C.M. Clarke‐Hill
The strategic growth directions, taken by a sample of 27 majorEuropean retailers selected across the main EC states, are explored. Adescriptive model is developed to assess such…
Abstract
The strategic growth directions, taken by a sample of 27 major European retailers selected across the main EC states, are explored. A descriptive model is developed to assess such directional growth and the paths taken by the sample companies within the framework of the model are analysed. The findings indicate that similar patterns of development have occurred within certain sectors across national boundaries. The majority of trading activity exists within the national boundaries of the sample companies. Furthermore, the cross‐border activity that exists tends to be small in scale relative to the size of the company, and in close geographic and marketing proximity to the country of domicile and the core business.
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Terry Robinson, Robert Foot and Colin M. Clarke‐Hill
The aim of the paper is to extend and update previous research carried out in the period immediately following the unification of Germany in 1990. This period saw a rapid and…
Abstract
The aim of the paper is to extend and update previous research carried out in the period immediately following the unification of Germany in 1990. This period saw a rapid and substantial movement by (West) German retailers into the former German Democratic Republic. The paper examines, though a tracking study of the top German retailers, the status of those retailers some years on in terms of the extent to which they have assimilated their operations in eastern Germany and now regard them as merely a part of a united Germany. More importantly, the paper examines the extent to which the moves into the former East Germany have been used as a springboard to expansion in the former socialist states of central and eastern Europe in a period that has seen substantial and significant consolidation among German retailers.
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C.M. Clarke‐Hill T. and J. Bailey
The article is based on research carried out in 1995 on a sample of UK‐based retailers that were involved in international joint ventures and international buying alliances. The…
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The article is based on research carried out in 1995 on a sample of UK‐based retailers that were involved in international joint ventures and international buying alliances. The research identified the differences and comparison between these forms of alliances in terms of the competencies and skills that were being transferred between members of the alliances. The findings suggest that joint venture relationships appear to be closer and of a more strategic nature in achieving competitive advantage than buying alliances. Joint ventures appear to make a greater contribution to product strategy and learning than do alliances. However, little difference was found between the two alliance forms in terms of skill transfers.
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C.M. Clarke‐Hill, T.M. Robinson and R. Foot
Explores the activities of former West German retailers in the fivenew Lander of the former German Democratic Republic. Tracks thedevelopments to date of 18 major German retailers…
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Explores the activities of former West German retailers in the five new Lander of the former German Democratic Republic. Tracks the developments to date of 18 major German retailers in the former East in terms of their statements of intent towards this new market, the actual activity reported to date, the mechanisms of expansion and policies on sourcing and staff development up to March 1992. Suggests that developments have been limited to particular sectors of retailing and that the pace of development has slowed down from the initial euphoria. Concludes that much of this expansion is predicated by the underlying economic factors facing the new Länder and the widening gap between East and West Germany.
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If national culture is a significant determinant of ethical attitudes, it is not unreasonable to expect ethical decision‐making to be influenced by one's culture. However…
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If national culture is a significant determinant of ethical attitudes, it is not unreasonable to expect ethical decision‐making to be influenced by one's culture. However, problems arise when the notion of right differs from one culture to another. The question addressed in this paper is whether the moral reasoning abilities of Australian and Malaysian accounting students in their final year of study differ because of their cultural upbringing. This study uses primary data collected from 34 final year accounting students (12 Australian and 22 Malaysian) enrolled in an Australian degree program. The test scores collected at the beginning and end of the academic year indicate that culture and other explanatory variables do not have an affect on students' moral judgment. The findings in this study suggest that culture as an independent variable does not influence the way accounting students analyse and resolve ethical dilemmas.
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K. Sartorius, C. Eitzen and P. Kamala
Activity Based Costing (ABC) has been researched extensively in developed countries. Research on these issues in South Africa is limited. This article creates a better…
Abstract
Activity Based Costing (ABC) has been researched extensively in developed countries. Research on these issues in South Africa is limited. This article creates a better understanding of the design of ABC systems in South Africa, comparing ABC implementation in South Africa to that in several developed/developing countries. A quantitative methodology was adopted to evaluate the extent of ABC implementation. A survey‐case study methodology was used to identify reasons for implementation/ non‐implementation, problems and critical success factors relating to implementation. The results show that the extent of ABC implementation in South Africa is lower than that found in developed countries, but the evidence is inconclusive. Nevertheless, the results suggest that the issues facing ABC implementers in South Africa are similar to those faced in many other countries. This study provides South African companies with a comparative framework of important variables to be considered in implementing ABC.
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Frédéric Le Roy, Anne-Sophie Fernandez and Paul Chiambaretto
This chapter develops an on-going theory of coopetition management in knowledge-based industries. Coopetition is a strategy which combines simultaneously competitive and…
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This chapter develops an on-going theory of coopetition management in knowledge-based industries. Coopetition is a strategy which combines simultaneously competitive and collaborative relationships. This combination permits companies to benefit from both the advantages of the competition and the advantage of collaboration. However, this strategy is also risky in case of unintended spillovers and technology plunders. Companies have to manage the coopetitive risk by implementing three principles of coopetition management: the separation principle, the integration principle, and the co-management principle.
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Colin Clarke‐Hill, Huaning Li and Barry Davies
Co‐operation and competition characterise the inter‐firm relationships in strategic alliances. This article proposes a paradox approach to studying co‐operation and competition…
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Co‐operation and competition characterise the inter‐firm relationships in strategic alliances. This article proposes a paradox approach to studying co‐operation and competition. It explains the paradox perspective and provides an analytic framework for the paradox of co‐operation and competition. In the light of the paradoxical nature, it advocates a multi‐paradigm approach to co‐operative and competitive strategies, which combines strategic positioning, the resource‐based view and game theory. The article suggests that the multi‐paradigms can not only encompass the contradictions of the paradox from the different perspectives, but also emulate the individual ones and provide a holistic picture. The multi‐paradigm approach therefore establishes a better methodology basis than fragmented orthodox theories in exploring the contradictory, interactive and dynamic nature.