By Bernhard Swoboda, Dirk Morschett, Thomas Rudolph, Peter Schnedlitz, Hanna Schramm-Klein

The purpose of ecu Retail learn is to put up fascinating manuscripts of top quality and innovativeness with a spotlight on retail researchers, retail academics, retail scholars and retail executives. because it has regularly been, retail executives are a part of the objective staff and the information move among retail learn and retail administration is still part of the publication's thought. eu Retail examine welcomes manuscripts on unique theoretical or conceptual contributions in addition to empirical research-based both on large-scale empirical info or at the case-study process. Following the state-of-the-art within the retail study, articles on any significant matters that main issue the final box of retailing and distribution are welcome.

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Management culture: the traditional hypermarket as developed in France was heavily dependent on a decentralized management culture, however, this was generally an alien concept in the USA. Divestment however should not always be seen as failure nor assumed to reflect an inherent weakness on the part of the retailer, as divestment may occur for other tactical or strategic reasons (Alexander/Quinn 2002). Divestment may in fact represent a proactive re-allocation of resources: “Changing corporate strategies, alternative opportunities and changes to resource availability determine the shape and geographical location of activities and affect the nature of the international investment and divestment process” (Burt et al.

Sparks, L. 35 include histories on their websites, it is telling how many seem to forget to detail market withdrawals. The consequent rewriting of events raises issues about even becoming aware of failed activities and then of getting to the “truth” about them. The triangulation of contemporary accounts, public relations pronouncements and individual’s recollections and interpretations of events is necessary, but is itself often partial. International divestment episodes are often sensitive and highly political within organizations (even if carried out for “good” business reasons) and those involved at the time often move on, or are “moved on”, thus making tracing them more difficult and their viewpoints often less objective.

Presenting data in this way allows a visual impression of the patterns of internationalization activity. Although still essentially descriptive, this form of presentation of time, company and sectoral dimensions, provides an instant macro-view of the degree of turbulence within this particular retail sector. The immediate impression from these figures is one of disjuncture, with frequent “breaks” in activity as markets are exited. This analysis is preliminary and although visual at this stage will be analysed quantitatively as the next stage of project work.

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