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Article
Publication date: 4 December 2020

Ulf Elg, Jens Hultman and Axel Welinder

The purpose is to explore the different and often contradictory perceptions individual managers have about corporate sustainability within a global retailer.

Abstract

Purpose

The purpose is to explore the different and often contradictory perceptions individual managers have about corporate sustainability within a global retailer.

Design/methodology/approach

A qualitative case study method is used, including interviews and document studies. The authors study the global retailer IKEA. In total the authors have interviewed respondents on both the global level and the country level, within the sustainability organization as well as corporate, sales and communication management. The study includes managers in Sweden, the UK and Germany.

Findings

The research is based on institutional theory, focusing upon cognitive and normative aspects; the authors propose that managers may have a proactive, forceful view on sustainability or a reactive view. These need to coexist. The authors also show how global retailers can balance sustainability goals with other business considerations, as well as about the implications of the sustainability approach for the retailer's business model.

Practical implications

Retail managers need to recognize and integrate the contradictory views on sustainability that managers hold. The authors show how sustainability can be given different impact depending on the context and the strategic issue it is linked to.

Originality/value

Most studies have focused on how sustainability is managed on an organizational level and how different goals can co-exist. The authors’ focus is on individual managers and their perceptions of sustainability – what it includes, how they want to manage sustainability issues, and the priority it should be given.

Details

International Journal of Retail & Distribution Management, vol. 49 no. 4
Type: Research Article
ISSN: 0959-0552

Keywords

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Article
Publication date: 7 September 2021

Ulf Elg and Pervez Nasim Ghauri

The authors discuss a dominant logic as the main idea behind a global marketing logic (GML) of an MNE and investigate how local stakeholders’ influence the feasibility of…

Abstract

Purpose

The authors discuss a dominant logic as the main idea behind a global marketing logic (GML) of an MNE and investigate how local stakeholders’ influence the feasibility of applying the GML in emerging markets. The aim of the paper is to enhance the understanding of the factors that influence the local stakeholders' acceptance of the MNEs' GML and the different activities of MNEs that may increase the acceptance.

Design/methodology/approach

The authors apply a qualitative case study method investigating three Swedish MNEs and their activities while implementing a GML in the big emerging markets. The authors study their relationships with business, political and social stakeholders.

Findings

The authors identify three persistent contents of the GML: (1) a consistent value chain role across markets, (2) standardized, premium products/services and promotion strategies, (3) a corporate brand-based identity. The development of trust, commitment, legitimacy and power within local stakeholders’ relationships influences the approval. The acceptance of the MNE's GML by local stakeholders strengthens its market position.

Originality/value

The authors extend the knowledge by investigating the nature of a GML and explain to what extent it may help MNEs to gain a competitive position. The authors also discuss how global and local activities may influence local stakeholders' acceptance. This study contributes towards a better understanding of how and to what extent a GML can be successful.

Details

International Marketing Review, vol. 38 no. 6
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 1 February 2003

Ulf Elg

Existing market orientation frameworks are based mostly on studies of manufacturers. Therefore, there is a need of a modified approach that acknowledges the special…

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3554

Abstract

Existing market orientation frameworks are based mostly on studies of manufacturers. Therefore, there is a need of a modified approach that acknowledges the special conditions for retailers. A framework is presented that includes both internal and relational aspects. Inter‐firm market orientation is presented as especially relevant for retailers. Antecedents to market orientation on a relationship level are also considered. Kohli and Jaworski’s three basic components are used, but the paper then discusses indicators that are especially useful in order to capture market orientation in a retail context. The suggested framework is further developed using a case study of a major British food retailer.

Details

International Journal of Retail & Distribution Management, vol. 31 no. 2
Type: Research Article
ISSN: 0959-0552

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Article
Publication date: 1 February 1996

Ulf Elg and Ulf Johansson

Managing a set of relationships to other firms is a complex task, since each relationship is likely to have consequences on the other ones. Highlights the co‐ordination of…

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1039

Abstract

Managing a set of relationships to other firms is a complex task, since each relationship is likely to have consequences on the other ones. Highlights the co‐ordination of interorganizational ties during a process of internationalization, and the consequences that different types of relationships have on a firm’s overall relational marketing opportunities. Systematizes the relational issues that face a firm when the boundaries surrounding its home market network dissolve. Presents a framework which stresses four types of relationships and the interplay between them. Based on the notion that a firm must co‐ordinate the management of horizontal and vertical dependencies, and pursue new marketing opportunities while simultaneously safeguarding its original relations. Illustrates the significance of the framework and the interplay between the four relational issues, by the alliances presently developed by two Swedish food companies to organizations in other EU countries.

Details

European Journal of Marketing, vol. 30 no. 2
Type: Research Article
ISSN: 0309-0566

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Book part
Publication date: 29 November 2012

Amjad Hadjikhani, Ulf Elg and Pervez Ghauri

Abstract

Details

Business, Society and Politics
Type: Book
ISBN: 978-1-78052-990-5

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Book part
Publication date: 29 November 2012

Ulf Elg, Janina Schaumann and Pervez Ghauri

This study investigates how firms can influence political actors on emerging markets through their network partners in order to support a market-driving strategy. On…

Abstract

This study investigates how firms can influence political actors on emerging markets through their network partners in order to support a market-driving strategy. On emerging markets, political actors typically play a more central role than is the case on mature western markets. However, most firms do not have the understanding of or influence upon political actors in emerging markets that is required to interact with them directly. Consequently, gaining the support of different network partners will be essential. We discuss how network collaborators may manage political factors in order to influence four different dimensions of the market-driving strategy. We have conducted in-depth case studies of two Swedish firms and their activities in India. Based upon this we develop a conceptual model and discuss how a firm can collaborate with partners in order to influence political actors proactively as well as to reactively reduce harmful effects of political decisions.

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Book part
Publication date: 10 September 2018

Pervez N. Ghauri and Ulf Elg

Several studies have proposed that small- and medium-sized enterprises (SMEs) lack resources and experiential knowledge to internationalise to distant markets. The authors…

Abstract

Several studies have proposed that small- and medium-sized enterprises (SMEs) lack resources and experiential knowledge to internationalise to distant markets. The authors argue that SMEs can handle the lack of these tangible and intangible internal resources through external collaborations; they can achieve success in international markets by collaborating with business partners. The role of inter-firm marketing collaboration and its impact on internationalisation efforts has not been thoroughly studied, particularly in the context of SMEs. This study will thus advance our understanding of SMEs’ inter-firm marketing collaborations and how they influence performance in international markets. In this chapter, authors conceptually develop this line of arguments through an extensive literature review and develop some hypotheses and a framework that can be empirically tested. The authors believe this framework will serve as a starting point for further studies on this topic. Theoretically, we endeavour to contribute by showing that firms can enhance their level of international performance through inter-firm collaboration. The authors believe this type of study would have considerable theoretical as well as managerial implications in this important field of research.

Details

Key Success Factors of SME Internationalisation: A Cross-Country Perspective
Type: Book
ISBN: 978-1-78754-277-8

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Book part
Publication date: 29 November 2012

Pervez Ghauri, Amjad Hadjikhani and Ulf Elg

The effort in this chapter is to capture some of the relationships between the three pillars in emerging markets. It is an attempt to endow with knowledge on how MNCs…

Abstract

The effort in this chapter is to capture some of the relationships between the three pillars in emerging markets. It is an attempt to endow with knowledge on how MNCs manage their business, social and political relationships in emerging markets. The theoretical and empirical facts are to aid understanding of the differences between developed and emerging countries. Further, the discussions express on the heterogeneity and how the three pillars vary in between the emerging countries. The extensive difference in between these countries, the vital role of social and political relationships together with the rapid development and less developed institutional regulations is explained to challenge the MNCs when managing their businesses. The chapter affirms the weakness in the existing theoretical views and claim for the need for development of new theoretical views adapted for these economies.

Details

Business, Society and Politics
Type: Book
ISBN: 978-1-78052-990-5

Keywords

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Book part
Publication date: 29 November 2012

Abstract

Details

Business, Society and Politics
Type: Book
ISBN: 978-1-78052-990-5

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Book part
Publication date: 29 November 2012

Amjad Hadjikhani is a Professor of Marketing at the Department of Business Studies, Uppsala University. His research interests cover different fields of industrial…

Abstract

Amjad Hadjikhani is a Professor of Marketing at the Department of Business Studies, Uppsala University. His research interests cover different fields of industrial, consumer and international marketing. He has published several books and articles in different scientific journals. In addition to the membership of editorial boards of a number of international journals he has also acted as special guest editor for several international scientific journals, such as IBR, JBR and IMM.

Details

Business, Society and Politics
Type: Book
ISBN: 978-1-78052-990-5

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