Retailing in the 21st century: reflections and prologue to research

Retailing in the 21st century will no doubt be very different from retailing in the 20th century, just as retailing in the 20th century was very different from retailing in the 19th century. To understand and explain current retailing phenomena and retailing-related phenomena, and accurately predict such phenomena, it is necessary to have a coherent and consistent definition of retailing as well as comprehensive retailing theories based on this definition. This introduction to the special issue argues for such a definition and related comprehensive theories.     

Retailing evolution research: Introduction to the special section on retailing research

Five articles were selected from studies presented at the Ninth Society for Marketing Advances Retailing Research Symposium. The following article introduces their themes and main findings, along with the process of selection.     

Bridging the B2C and B2B Research Divide: The Domain of Retailing Literature

As the oldest academic journal in marketing, Journal of Retailing publishes research dealing with all sorts of B2B and B2C retailing-related topics. However, there appears to be a perception that Journal of Retailing welcomes only research pertaining to B2C issues. In this article, we debunk that perception through an analysis of the content of Journal of Retailing articles published during the 2002-2008 period. In particular, we find that only 18.7% of Journal of Retailing's content is devoted exclusively to B2C or C2C (consumer-to-consumer) topics. The remainder focuses on B2B research issues. We explore the implications of these findings for researchers who wish to pursue retailing-related B2B research.     

Talent management: Current theories and future research directions

Research on Talent Management (TM) has been lagging behind businesses in offering vision and leadership in this field. After sketching a comprehensive outline of knowledge about TM, theoretical as well as practical, we introduce the papers in this special issue and their important contributions. This introductory article contributes to filling the knowledge gap by offering a research agenda at multiple levels and in multiple contexts. We also discuss methodological issues in the study of TM, and conclude by identifying several key trends that are now, and will continue to influence the practice and study of TM in the future.     

Doors and boundaries: A recent history of the relationship between research and practice in UK organizational and management research

This article looks at a selection of significant episodes in the history of organizational and management research, and the policies in this field of the UK Social Science Research Council. The episodes begin in the Council's early days in the mid-1960s, and run through its high-profile efforts to improve management research at the end of the 1980s to the start of a new initiative sanctioned by the Council in 2001. They have been chosen because they are important milestones in the development of the field. They also illustrate a central issue which has been evident throughout the period: whether management research should be framed as essentially different or merely seen as carrying some sort of deficit or remedial gap with respect to the other ‘founding disciplines’. They also illustrate an important dilemma facing the funding agency in its longstanding if erratic attempts to engage with the processes through which social science research is used – namely the tension between the goals and rhetoric of excellence and relevance. One episode which illustrates these issues particularly well is that of the Open Door Scheme, a radical SSRC innovation in the 1970s which encouraged non-academic participation in the selection of management research topics. Changes within the funding agency over the same period are crucial for this story. We reflect on their relevance for the episodic developments within management research. From these points of enquiry, we derive a historical, institutional analysis of the interactions between public research funding and management research, of the interplay between the worlds of practice and research, and the ways in which a dialectic has been constructed between concepts of use and relevance, on the one hand, and excellence and rigour on the other.     

Refugee influx: Repercussions and research agenda for service scholars

Service provision is an integral part of hosting refugees. However, the service scholar community has remained rather dormant in regard to focusing on refugee issues. This is indeed surprising given international refugee influx is today one of the more pressing issues for developing and developed countries alike. This research note aims to identify the demands on countries’ “service ecosystems” after an influx of migrants arrives in a country, and suggests research avenues for scholars. Resolving service related issues can assist practitioners and government bodies in how to better design and manage the interface between refugees and the new (service) ecosystems these actors have entered when reaching a host country. Therefore, this research note outlines the challenges of such refugee in- or through flux relating to service provision by focusing on the incoming actors (refugees) as well as the resident actors (locals, service providers, government bodies etc.). Repercussions as well as the subsequent agenda for inquiry for service scholars outlined refer to the various system levels from micro to macro, such as on individual, family, city, regional, state and national level, but also outside the system on an international level.     

Cognitive foundations of firm internationalization: A systematic review and agenda for future research

Managerial cognition has a fundamental role in the internationalization of firms. However, there exists no coherent understanding of how prior research has examined and captured the cognitive foundations of internationalization. This paper provides a systematic review of this body of literature. The review identifies three main streams of research that, overall, consists of nine more specific research areas. We show that especially the areas addressing (1) managerial learning, (2) characteristics of upper echelons, (3) intra-organizational perceptions, and (4) external actors’ perceptions provide opportunities for the further advancement of internationalization literature. For harnessing these opportunities, we find that the microfoundational approach could support the empirical examination of the cognitive foundations and would notably contribute to the Uppsala model-based theorization of the firm internationalization process.     

Global talent management and global talent challenges: Strategic opportunities for IHRM

The need for multinational firms to be as competitive in the global marketplace as possible has increased dramatically over the past twenty years. For international human resource management this has meant many strategic opportunities to international human resource management. An excellent example of such an opportunity is that which exists regarding the management of talent. This opportunity began to develop in the late 1990s with the advent of the challenge of “global talent management.” During the past few years this opportunity has expanded to include challenges dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. Together, these conditions are all “global talent challenges”. In this article we describe these several global talent challenges and the strategic opportunities they present to firms and propose the implications of these for firms and for the field of international human resource management.     

Strategic challenges and issues for Chinese managers and management in the global economy: conclusions

The contributions to this symposium on ‘Demystifying Chinese Management’ have attempted to tackle new strategic issues and challenges vis-à-vis the newly diversified ownership and management system which has occurred since Deng's economic reforms. It is clear that when we try to ‘make sense’ of management in the People's Republic of China, we must take into account the degree to which Chinese management has become distinctive, with an adaptation of exogenous knowledge to local circumstances and a relative degree of ‘convergence’ involving a synthesis of ‘local’, ‘glocal’ and ‘global’ forms.     

Consumer involvement and marketing in Africa: some directions for future research

Despite an ongoing debate, authors agree that factors that determine consumers' involvement in any goal object are the characteristics of the object, the characteristics of the customer involved and the situational context of the decision. With this as the theoretical background, this paper advocates the need to study African‐specific contextual factors to gain a thorough understanding of consumer involvement and successful marketing practice in this society. An extensive review of the extant literature was done to provide a relevant framework for exploring consumer involvement and African‐related issues. The paper concludes that existing postulations on the subject matter could not robustly capture consumer involvement in Africa due to pertinent influences of cultural values and mores that do not apply elsewhere in the world. Hence, empirical studies to gauge the context‐specific application of the subject in relation to Africa are suggested as imperative. This paper advocates a society‐oriented consciousness for marketing activities in relation to consumer involvement with specific reference to Africa. Therefore, it cautions against undue generalization about the existing postulations on the subject, and provides directions for future research towards updating the literature.     

The influence of underlying philosophies on talent management: Theory,implications for practice,and research agenda

In order to explain how and why talent management can contribute to a firm's sustained competitive advantage, we need to gain insights into the philosophies about talent that underpin talent management. This article introduces four talent philosophies that vary in their perception of talent as (a) rare (exclusive) or universal (inclusive), and (b) stable or developable: the exclusive/stable; exclusive/developable; inclusive/stable; and inclusive/developable talent philosophy. We discuss basic assumptions, talent-management practices, opportunities, and challenges for each of the four philosophies. Based on this discussion, testable propositions for future research are developed.