Concepts, dimensions and measurement of the retail internationalisation process
John Dawson
Masao Mukoyama
Introduction
The internationalisation of retailing is a process, not a series of events. It is a complex process that has changed in recent years. It has become more widespread. It has a greater influence on corporate strategies and has extended its effects on the development of the retail sector. The magnitude, the form and the function of the process have all changed. A body of research on internationalisation in retailing has grown, [see for example Burt (1991, 1995), Dawson (1994), Akehurst and Alexander (1995), Alexander (1997), Alexander and Myers (2000) and Rugman and Girod (2003)] yet much of this research has focused on events. The links and relationships between the events have not been explored. A limited amount of research, often in case studies, has explored the sequences of events. Often it is descriptive and considers the unique situation of the case study company [for example the detailed work of Laulajainen (1987, 1992, 1992)]. Such descriptions are useful but provide a partial perspective on the overall process. Little research considers the processes associated with the sequence of events before placing these processes in a model. Such a model is essential to a theoretical and conceptual understanding of retail internationalisation if it is to be of use to academics concerned with how firms function and to managers who are charged with directing the firm. The model of retail internationalisation must encapsulate a process that permeates through the whole of the retail firm, influences competitor actions and changes the environment in which the firm and its competitors operate. Internationalisation, when viewed as a process, enables a retail firm to exploit innovation and so to grow and evolve.
This paper, by building on earlier work, explores the concepts, dimensions and the measurement of the process of retail internationalisation. This may be considered as a step in the development of a more general model of the retailer internationalisation process. At this stage the paper attempts to identify some of the key components of what a model might comprise. Examples of international activity are used but the aim is to stimulate the development of concept and theory rather than to provide firmly based empirical analyses. The paper is divided into three sections and a conclusion.
- First, there is a consideration of ways that retail internationalisation should be seen as a process that is different from the internationalisation of production.
- Secondly, suggestions are made of the key dimensions to this process.
- Thirdly, issues are raised over the measurement of these dimensions.
- The paper concludes with suggestions on possible research into the model of the process of retailer internationalisation.
