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Organizational culture as differentiator in international retailing

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  • Elke Angelika Pioch
  • Ulrike Gerhard

Abstract

Much of the international retailing literature echoes major retailers' assertions that inimitable organizational cultures can create competitive advantage. However, the culture concept remains ill-defined and systematic international empirical analysis is lacking. Based on website analyses of nine international retailers, the paper investigates how organizations define their cultures, codify and transfer them into practice, and aim to homogenize them across borders. Although some evidence for organization-specific cultural aspirations is identified, findings suggest that retailers' cultures become homogenized within and between countries. This supports previous work on the existence of industry-specific macro cultures and challenges the resource-based view, which sees culture as a source of competitive advantage.

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  • Elke Angelika Pioch & Ulrike Gerhard, 2014. "Organizational culture as differentiator in international retailing," The Service Industries Journal, Taylor & Francis Journals, vol. 34(8), pages 729-749, May.
    • Handle: RePEc:taf:servic:v:34:y:2014:i:8:p:729-749
    DOI: 10.1080/02642069.2014.886194
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    Cited by:

    1. Frasquet, Marta & Dawson, John & Calderón, Haydeé & Fayos, Teresa, 2018. "Integrating embeddedness with dynamic capabilities in the internationalisation of fashion retailers," International Business Review, Elsevier, vol. 27(4), pages 904-914.

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