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Channel power, conflict and conflict resolution in international fashion retailing

Christopher M. Moore (Glasgow Centre for Retailing, Division of Marketing, Glasgow Caledonian University, Glasgow, UK)
Grete Birtwistle (Glasgow Centre for Retailing, Division of Marketing, Glasgow Caledonian University, Glasgow, UK)
Steve Burt (Institute for Retail Studies, Department of Marketing, University of Stirling, Stirling, UK)

European Journal of Marketing

ISSN: 0309-0566

Article publication date: 1 July 2004

Abstract

Research that has considered the problems faced by internationalising retailers has tended to focus upon such dimensions as non‐conducive environmental conditions and inferior internal capability, rather than the conflicts that may arise from the partnerships that are formed in order to facilitate the internationalisation of retailer operations. This study seeks to re‐dress this research neglect and does so by focusing upon the fashion sector. The aim of this study is to identify the problems that may arise from fashion retailers’ international relationships. The paper reports the findings of an in‐depth study of the relationships of ten international fashion retailers. It is found that these relationships face significant tensions, specifically with respect to strategy non‐compliance, perceptual disagreements, and arguments concerning the demarcation of decision making responsibility. The paper concludes by identifying areas for future research consideration.

Keywords

Citation

Moore, C.M., Birtwistle, G. and Burt, S. (2004), "Channel power, conflict and conflict resolution in international fashion retailing", European Journal of Marketing, Vol. 38 No. 7, pp. 749-769. https://doi.org/10.1108/03090560410539230

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited