International retailing as embedded business models
研究了零售商国际化时如何通过管理能动性在不同制度环境中转移、协商和调整其商业模式，并用宜家案例说明两种嵌入性框架的综合应用。
As retailers internationalize they interact with diverse socio-political-economic environments and the activities, processes, behaviours and outputs underpinning their business models evolve over time and space. Retailers are not passive, and through managerial agency they interpret the environment to compete and further their own commercial aims. Consequently, mutual interaction with the host environment means that changes may also occur in the established institutional norms in a market. Most existing studies have focused on the implications of territorial embeddedness for internationalizing retailers. In this article we also consider the societal and network forms of embeddedness identified by Hess, and illustrate how retailers transfer, negotiate and adapt their business model as they embed themselves in different institutional environments. A case study of IKEA is used to illustrate the synthesis of these two frameworks.