Tore Omholt, Tore Omholt
(2002)
Strategic Reconfiguration And Management Of
Retail Centres Creating Competitive Advantage
Through Communicative Competence.
Asian Academy of Management Journal (AAMJ), 7 (2).
pp. 1-15.
ISSN 1394-2603
Abstract
In the last decade, the retail industry in many countries, including some Asian countries has
undergone great changes due to a more dynamic and turbulent environment. This amongst other
things has led to a concentration of retail functions in out-of-town regional shopping centres. This
development can be explained by pointing to the traditional, segmentalist ways of strategic
management in the retail sector, which to a large degree has looked upon location as the most
important, and in many cases, the only source of competitive advantage. It has also treated the
retail centre as a nexus of contracts based in turn on a series of bilateral contracts. These ways are
in our opinion no longer able to deal with an increasingly dynamic environment, especially in
traditional town centres. We are given some examples, however, where successful strategic
response is characterized by extensive market research and intimate consumer knowledge, but
these kinds of capabilities or skills seem to be confined to the typical multinational chain
organization. One seldom finds innovative town centres or dynamic shopping centres with similar
capabilities. Our view is that a dynamic reconfiguration will have to take place and be coordinated
in a more multilateral fashion without having to resort to excessive communication and information
processing to achieve a transformative reconfiguration. In this paper we have tried to show that
an approach based on a socio-cybernetic framework and the development of several types of
communicative competences, may be effective for the development of competitive advantage for a
retail centre.
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