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The purpose of this paper is to examine the effects of international expansion on the sales volumes of large‐scale retailers.

Sales data of 200 largest retailers from around the world reported in the 2004 Deloitte “Global Retail Power” survey were analyzed with regression analyses.

It was found that: even though internationalization makes a positive contribution to retailers' sales volumes its impact is small; this effect is not impacted by the moderating factor of the degree of retailer specialization along product lines; while another moderating factor, namely the identity of the retailer's country of origin, does make a difference.

The research methodology and the nature of the data precluded the use of more “soft” measures such as measures of managerial cognitions, perceptions and attitudes to analyze their impact on the effectiveness of internationalization for retailers. The research used cross‐sectional data and further research should compare results in additional time points to capture the possible dynamic changes in this industry.

Retailers seeking to expand their sales volumes should not rely too much on internationalization but consider also other strategic options. They should therefore analyze carefully whether large investments in overseas operations are justified. This is particularly relevant for US retailers.

This paper focuses on the issue of internationalization as a viable retail strategy to achieve larger sales volumes. The study reaches its conclusions on the basis of an analysis of data from a large population of diverse, domestic‐only and international retailers from around the world from different sectors and countries of origin, who – the international retailers – operate in different countries.

The purpose of this paper is to explore black market retailing, with a focus on Colombia’s San Andresitos.

The authors use grounded theory methodology to develop a theoretical framework that explains how consumers rationalize their acceptance, rejection, or tolerance of black market retailing. The authors obtained qualitative data based on reader responses to newspaper articles on San Andresitos and used the responses as qualitative data in comparative analysis to derive a “strategy family” theoretical framework.

The framework advances rationalization techniques that consumers employ to accept, reject, or tolerate the San Andresitos.

Colombians are divided on the legality of the San Andresitos. Although half the informants note the wrongfulness of the San Andresitos, the other half offer reasons to accept or tolerate them.

Legitimate (i.e. lawful) retailers operating in Colombia, or planning to enter, need to realize that local and national government officials support the San Andresitos. Colombia’s legitimate retailers must co-exist with the black market and dissuade consumers from patronizing unauthorized vendors or purchasing illicit goods.

Colombia’s acceptance of its black markets results in consumers inadvertently supporting crime, terrorism, and even bodily harm via the San Andresitos. However, the San Andresitos enable lower-income consumers to gain access to otherwise unattainable merchandise and provide employment through lower-skilled labor.

This paper is one of the first to explore black markets. From a transformative service research perspective, this research reveals how consumers, retailers, and government officials participate in Colombia’s black market, and how their activities serve to harm consumer well-being.

A qualitative description of the retail manager's decision to consider global expansion is offered. A case study of a specialty store operation provides a rich idiographic description of this phenomenon and illustrates a thematic structure inherent in the retailers' lived‐experience of global expansion. Three themes, time, doing, and differences are presented as mutually related aspects of the retailers' experience. These themes are also discussed in a holistic context consisting of three higher‐level emergent themes: constraint/freedom, adaptability/changeability, and creativity/innovativeness. The applicability of this retail manager's experience to other similar contexts is discussed.

The purpose of this paper is to review the extant research literature on omnichannel retailing and map the research trends in this field through a bibliometric analysis and network visualization exercise.

This paper employs bibliometric analysis techniques on research literature retrieved from the Scopus and Web of Science databases over the period 2013–2020 and assesses indicators such as research production and citation trends, top contributing authors, countries, journals and organizations through tools offered by the Scopus/Web of Science databases as well as Biblioshiny. A network visualization analysis of patterns such as keyword co-occurrences and co-authorship linkages between contributing countries has been investigated through the use of VOSviewer.

The bibliometric analysis indicates that research in this field is currently dominated by USA and China with Germany and UK also being key contributors. The analysis has indicated that the field of omnichannel retailing straddles multiple domains such as logistics, distribution, operations and consumer behavior, thereby offering significant future scope for research linking omnichannel retailing with these subject areas.

This study maps the structure of research done in the field of omnichannel retailing and outlines the key contributors in terms of authors, journals and organizations that can serve as an input for future research. The study also identifies possible avenues for future research in the knowledge domain of omnichannel retailing.

Investigates the entry of Wal‐Mart in Brazil, and subsequent moves of established retailers and new entrants with data taken from secondary sources and interviews with executives. First, internationalization of Wal‐Mart and its entry are discussed, which caused an impact on Brazilian retailing by accelerating the concentration, automation and modernization of the industry. Competitive reactions were classified in four categories: neutralizing competitors actions, establishing competitive advantage, redefining markets, and changing ownership. It is argued that Wal‐Mart’s experience in Brazil could be an interesting source of learning for foreign retailers desirous of entering the Brazilian market as well as for local companies that need to remain competitive to survive.

Discusses the internationalization of retail operations within the European Union (EU) and the North America Free Trade Agreement (NAFTA). Discusses the determining factors behind the internationalization process and the influence this has on the flow of international investment. Places the motivations behind internationalization indicated by the survey results presented within the debate on the internationalization process. Analyses and uses to illustrate these determining factors, the particular experiences and attitudes of UK retailers towards international expansion. As a group, large UK retailers provide an interesting indicator of changing perceptions and underlying factors that determine the nature of international organizational growth and development. The EU and NAFTA provide useful market comparisons when assessing this process. Presents and discusses observable trends and survey results. Considers current and future developments in the internationalization process.

The purpose of this paper is to evaluate how retailing companies use social media, local and mobile commerce in their omni-channel management strategy. This approach, also known as SO-LO-MO, encompasses customer touchpoints that offer numerous available channels to consumers. The paper provides insights from 16 retailers in two countries, thus showing geographical differences in the SO-LO-MO as well as differences depending on product segments.

In order to analyse how retailing companies implement SO-LO-MO, a conceptual framework including 48 SO-LO-MO activities was derived from literature. The empirical validation was built upon qualitative and quantitative data collection by retrieving information from the websites, social media channels and mobile applications (apps). Analyses included triangulated content analysis as well as non-parametric statistical tests.

The research findings enable a comparison of the SO-LO-MO concept between retailers operating in the two countries. The authors were able to reveal similarities and differences in the SO-LO-MO-based omni-channel management strategies. The identified SO-LO-MO practices vary according to different product segments. The authors identified slightly more SO-LO-MO implementation and integration within the German sample. Differences in local commerce between the two samples appear to be statistically significant. Although the differences in mobile and social commerce are not of statistical significance, there are variations in practical usage.

The research focusses on a small sample of retailers from different product segments in two markets.

The findings present the current state of the SO-LO-MO concept from the omni-channel perspective in Germany and Turkey.

In view of a limited theoretical understanding and empirical grounding on the SO-LO-MO concept, the findings provide empirical evidence by assessing innovative omni-channel management practices of leading retailers in various industry segments. Furthermore, the paper proposes a frame of reference for measuring the level of SO-LO-MO implementation from an omni-channel perspective.

The purpose of this paper is to offer a thematic analysis of global sourcing and international purchasing issues in international retail firms.

We review literature that addresses purchasing/sourcing activities of retail firms in foreign markets. We categorize this literature into different themes and analyse how these themes are conceptually or empirically linked to performance. We then use the thematic analysis as a foundation for suggesting potential avenues for future research.

Four distinct themes emerge from our literature review.

There is a lack of research that addresses how retail firms can extract value from global sourcing and international purchasing activities. A thematic review, along with a careful classification of different themes, could lead to an enhanced understanding of the processes and objectives that underpin global sourcing and international purchasing activities in retail firms.

The purpose of this paper is to combine secondary sources and interviews with Chinese suppliers to explore the structural paradox faced by retail multinational firms in China as they balance the competing demands of standardization and localization. The authors describe the challenges faced by two retail giants, Walmart and Carrefour, as they attempt to replicate in China their lean retailing successes elsewhere in the world.

This is a comparative study of Walmart's and Carrefour's ventures into the Chinese market, largely based on publicly available secondary sources, but also incorporating interviews with three Chinese nationals engaged in supplying these firms.

Walmart and Carrefour have so far failed to extend their oligopolistic dominance to the Chinese market. Walmart has stressed its well‐known standardization of operations, whereas Carrefour has better adapted to the Chinese economic culture. Issues identified are: the formation of partnership alliances and their impact on store location choice; the effect of under‐developed infrastructure on distribution and logistics; the unique Chinese business culture – guanxi (using social capital to build business relationships) and its influence on supplier relationships; the variety of consumer behavior and its effect on procurement and sourcing; and an immature information technology environment which impedes information sharing between supply chain partners. While both firms have had some degree of success, neither has been able to match the combined growth of their larger Chinese competitors.

The authors are cautious in drawing normative conclusions or making predictions about the future. Both firms face significant obstacles as they challenge China's largest domestic retailers.

Many multinational corporations are aware of the topology of the Chinese market, what they lack is an in‐depth understanding and the skills needed for effective operations. This paper discusses the effectiveness of the strategies adopted by two leading global retailers as they attempt to resolve the paradox presented by the competing demands for standardization and localization and includes information provided by three of Walmart's and Carrefour's local Chinese suppliers.

Discusses the restructuring of the food production, processing and retailing sectors in the USA. Describes different methods of vertical and horizontal integration that have occurred. Goes on to discuss the consolidation of business in retailing in particular. Refers to the relationships that are being formed between the supermarket chains, for example Wal‐Mart and Kroger, and dominant food‐chain clusters. Considers whether or not smaller retail chains and wholesalers should feel threatened by this consolidation. Takes the dairy sector in the USA as a case study in the restructuring of the retailing and processing sectors.