http://hdl.handle.net/2160/824 Fri, 24 May 2013 05:49:55 GMT 2013-05-24T05:49:55Z http://hdl.handle.net/2160/1001 Power and control in international retail franchising Doherty, Anne Marie; Alexander, Nicholas As international retailers continue to employ franchising as a major method of market entry, the control of these international retail franchise networks becomes of significant importance. The aim of this paper is to examine the methods by which UK-based international fashion franchisors control franchisees and their international franchise businesses. The paper employs a qualitative methodology and a multiple case design. Six UK-based fashion retailers with international franchise operations form the empirical basis of the study. The franchise contract, support mechanisms, franchise partner selection, the franchise relationship and the use of master/area franchising were found to be the major methods by which international retail franchisors exert control over their franchise networks. While coercive and non-coercive sources of power were identified in the form of the franchise contract and support mechanisms, the paper also identifies sources of relationship power and organisational power. The paper provides practical information to existing international franchisors and those firms considering the move into the international marketplace via the franchise mode of operation. By highlighting additional sources of power in the form of organisational and relationship power, franchisors are offered further means by which to control their international businesses than hitherto identified in the international franchise literature. Traditional franchise research suggests that there is a dichotomy in the sources of power available to franchisors, that is, coercive or non-coercive sources of power. While acknowledging the existence and importance of these sources of power and their related methods of control, this paper adds further dimensions to the academic debate by introducing relationship power and organisational power. Therefore, franchise partner selection, the franchise relationship and the use of master/area franchising emerge from the qualitative findings as further control mechanisms available to international retail franchisors. Alexander, Nicholas, Doherty, Anne Marie, 'Power and control in international retail franchising', European Journal of Marketing (2006) 40(11-12) pp.1292-1316 RAE2008 Sun, 01 Jan 2006 00:00:00 GMT http://hdl.handle.net/2160/1001 2006-01-01T00:00:00Z http://hdl.handle.net/2160/999 Internationalization motives and facilitating factors: Qualitative evidence from smaller specialist retailers Quinn, Barry; Doherty, Anne Marie; Alexander, Nicholas; Hutchison, Karise Drawing on case study evidence, this article explores the reasons small specialist retailers internationalize and the facilitating factors that help them overcome the obstacles to internationalization. The authors employ qualitative research techniques and, to build theory from an unexplored area of research, adopt a multiple-case approach. The findings suggest that though a strong company brand identity is the most significant motive for expansion, other internal and external factors facilitate the international decision-making process. Hutchison, K.; Alexander, N.; Quinn, B.; and Doherty, A. M. (2007). Internationalization motives and facilitating factors: Qualitative evidence from smaller specialist retailers. Journal of International Marketing. 15(3), pp.96-122 RAE2008 Sat, 01 Sep 2007 00:00:00 GMT http://hdl.handle.net/2160/999 2007-09-01T00:00:00Z http://hdl.handle.net/2160/998 International retail divestment activity Quinn, Barry; Alexander, Nicholas; Cairns, Patricia Purpose – The research presented here initiates the process of the detailed analysis of international retail divestment activity through the identification of the volume of global divestment activity and the characteristics of that activity during the timeframe of 1987-2003. Design/methodology/approach – The methodology followed here is essentially historical in nature and draws on a wide range of contemporary periodicals, reports and other sources. Findings – The paper reports findings on: the form and extent of divestment activity; the year of divestment; divestment by retail sub-sector; divested chain size; length of time spent in the market of divestment; divestment by retail sub-sector; and the market of origin of divesting retailer. Originality/value – This paper provides an initial indication of the volume and nature of international retail divestment in the period considered. Such material has not been available previously. International retailing research has primarily focused on the internationalisation process rather than retail divestment from international markets. However, divestment from international markets is an issue of increasing importance within the competitive global environment. Previously research into retail divestment has focused on individual company experience. For the first time, the research presented here attempts to build a picture of the scale and dimensions of international retail withdrawal. The paper shows that patterns of international divestment are discernible. Alexander, N.; Quinn, B.; and Cairns, P. (2005). International retail divestment activity. International Journal of Retail and Distribution Management. 33(1), pp.5-22 RAE2008 Sat, 01 Jan 2005 00:00:00 GMT http://hdl.handle.net/2160/998 2005-01-01T00:00:00Z http://hdl.handle.net/2160/997 Developing organisational change capability Oxtoby, Barrie; McGuinness, Tony; Morgan, Robert This paper reports the outcome of research into eleven organisations in the UK automotive supply sector, all of which have an acknowledged reputation for their ability to sustain successful change. It describes a ‘Listen – Interpret –Translate – Transfer’ (LITT) process used by a researcher to build an explicit model of change, based on the often only implicit experience of these organisations. In addition the LITT process is used finally to establish each organisation’s ownership of the explicit model. The paper argues that the process–model symbiosis used in the research and described here can be used by internal managers or outside consultants to accelerate the development of organisational change capability in any organisation. Organisational change capability is regarded in this study as generic to all the other dynamic capabilities embedded in an organisation, and as essential if a dynamically stable organisation is successfully to operate any of the other dynamic capabilities around which it is structured. Oxtoby, B.; McGuinness, T.; and Morgan, R. (2002). Developing organisational change capability. European Management Journal. 20(3), pp.310-320 RAE2008 Sun, 07 Apr 2002 00:00:00 GMT http://hdl.handle.net/2160/997 2002-04-07T00:00:00Z