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Organisational restructuring, knowledge and spatial scale: the case of the US department store industry

Record type: Article

Recent economic geography literature has underlined the role of tacit/local knowledge in embedding firms within their locales, characterised by the work on `learning regions', `territorial embeddedness', `institutional thickness' and `new industrial spaces'. This paper contributes to this theoretical debate, using evidence from organisational restructuring of the US department store industry to argue that, in contrast, retailers are using codified/universal knowledge, supported by tacit/local knowledge to successfully operate their retail operations across a range of spatial scales. As such, no one form of knowledge is exclusively relied upon but rather a blend of knowledges reduces costs and increases responsiveness across space.

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Citation

Wood, Steve (2002) Organisational restructuring, knowledge and spatial scale: the case of the US department store industry Tijdschrift voor Economische en Sociale Geografie, 93, (1), pp. 8-33. (doi:10.1111/1467-9663.00180).

More information

Published date: February 2002
Keywords: organisational restructuring, scale, retail, knowledge

Identifiers

Local EPrints ID: 178217
URI: http://eprints.soton.ac.uk/id/eprint/178217
ISSN: 0040-747X
PURE UUID: 8729f8f1-c686-4f36-98c2-e91130b1b233

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Date deposited: 24 Mar 2011 09:39
Last modified: 18 Jul 2017 12:04

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Author: Steve Wood

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