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International retail joint venture learning

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  • Mark Palmer

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.

Suggested Citation

  • Mark Palmer, 2006. "International retail joint venture learning," The Service Industries Journal, Taylor & Francis Journals, vol. 26(2), pages 165-187, March.
    • Handle: RePEc:taf:servic:v:26:y:2006:i:2:p:165-187
    DOI: 10.1080/02642060500369263
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    Cited by:

    1. Owens, Martin & Palmer, Mark & Zueva-Owens, Anna, 2013. "Institutional forces in adoption of international joint ventures: Empirical evidence from British retail multinationals," International Business Review, Elsevier, vol. 22(5), pages 883-893.
    2. Doherty, Anne Marie, 2009. "Market and partner selection processes in international retail franchising," Journal of Business Research, Elsevier, vol. 62(5), pages 528-534, May.
    3. Steve Wood & Jonathan Reynolds, 2014. "Establishing Territorial Embeddedness within Retail Transnational Corporation (TNC) Expansion: The Contribution of Store Development Departments," Regional Studies, Taylor & Francis Journals, vol. 48(8), pages 1371-1390, August.

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