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Multi-scalar localization and capability transference: exploring embeddedness in the Asian retail expansion of Tesco

Multi-scalar localization and capability transference: exploring embeddedness in the Asian retail expansion of Tesco
Multi-scalar localization and capability transference: exploring embeddedness in the Asian retail expansion of Tesco
This paper revisits the ‘firm in the region’ and the ‘region in the firm’ dichotomy through the case of Tesco's retail expansion in Asia. It focuses on the tension between the transference of proven key capabilities to the host economies Tesco has entered, and strategic localization, primarily for customer-facing, corporate culture, regulatory and institutional reasons. It is demonstrated how the retailer has pursued a multi-scalar adaptive approach that goes beyond any standardized/localized dichotomy to respond to differences between and within national markets. In the process, this paper provides evidence of genuine two-way knowledge flow between the home market and subsidiaries, between subsidiaries themselves, and of subsidiaries granted autonomy and the ability to flex their strategies.
0034-3404
475-495
Wood, Steve
c21cde08-332e-4002-93e2-aad09a7f4ea9
Coe, Neil M.
556641b3-9b9c-49aa-861c-9d09fa2f91d2
Wrigley, Neil
e8e2986a-fbf0-4b27-9eef-1b5e6a137805
Wood, Steve
c21cde08-332e-4002-93e2-aad09a7f4ea9
Coe, Neil M.
556641b3-9b9c-49aa-861c-9d09fa2f91d2
Wrigley, Neil
e8e2986a-fbf0-4b27-9eef-1b5e6a137805

Wood, Steve, Coe, Neil M. and Wrigley, Neil (2016) Multi-scalar localization and capability transference: exploring embeddedness in the Asian retail expansion of Tesco. Regional Studies, 50 (3), 475-495. (doi:10.1080/00343404.2014.926317).

Record type: Article

Abstract

This paper revisits the ‘firm in the region’ and the ‘region in the firm’ dichotomy through the case of Tesco's retail expansion in Asia. It focuses on the tension between the transference of proven key capabilities to the host economies Tesco has entered, and strategic localization, primarily for customer-facing, corporate culture, regulatory and institutional reasons. It is demonstrated how the retailer has pursued a multi-scalar adaptive approach that goes beyond any standardized/localized dichotomy to respond to differences between and within national markets. In the process, this paper provides evidence of genuine two-way knowledge flow between the home market and subsidiaries, between subsidiaries themselves, and of subsidiaries granted autonomy and the ability to flex their strategies.

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More information

Accepted/In Press date: 12 May 2014
e-pub ahead of print date: 15 August 2014
Published date: 2016
Organisations: University of Southampton

Identifiers

Local EPrints ID: 371968
URI: http://eprints.soton.ac.uk/id/eprint/371968
ISSN: 0034-3404
PURE UUID: f126fd1d-bce7-4257-8193-d696dd7d1b76
ORCID for Neil Wrigley: ORCID iD orcid.org/0000-0002-3967-5668

Catalogue record

Date deposited: 25 Nov 2014 10:39
Last modified: 17 Dec 2019 02:02

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Contributors

Author: Steve Wood
Author: Neil M. Coe
Author: Neil Wrigley ORCID iD

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