Welcome to the InfoSci Platform
Achieving Competitive Advantage through Innovation: The Case of the Shanghai Supermarket

Achieving Competitive Advantage through Innovation: The Case of the Shanghai Supermarket

Wei Song
Copyright: © 2012 |Pages: 18
ISBN13: 9781466609488|ISBN10: 1466609486|EISBN13: 9781466609495
DOI: 10.4018/978-1-4666-0948-8.ch008
Cite Chapter Cite Chapter

MLA

Song, Wei. "Achieving Competitive Advantage through Innovation: The Case of the Shanghai Supermarket." Knowledge Management and Drivers of Innovation in Services Industries, edited by Patricia Ordóñez de Pablos and Miltiadis D. Lytras, IGI Global, 2012, pp. 77-94. https://doi.org/10.4018/978-1-4666-0948-8.ch008

APA

Song, W. (2012). Achieving Competitive Advantage through Innovation: The Case of the Shanghai Supermarket. In P. Ordóñez de Pablos & M. Lytras (Eds.), Knowledge Management and Drivers of Innovation in Services Industries (pp. 77-94). IGI Global. https://doi.org/10.4018/978-1-4666-0948-8.ch008

Chicago

Song, Wei. "Achieving Competitive Advantage through Innovation: The Case of the Shanghai Supermarket." In Knowledge Management and Drivers of Innovation in Services Industries, edited by Patricia Ordóñez de Pablos and Miltiadis D. Lytras, 77-94. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-0948-8.ch008

Export Reference

Mendeley
Favorite

Abstract

Innovation in the service/retail sector has not been fully examined in the non-Western literature. This preliminary work presents a study that was conducted in Shanghai, China. Three sets of the literature are consulted: Porter’s Generic Strategies Model, Hunt’s Resource Advantage Theory (R-A), and previous studies in the service and retail sectors. Findings developed from six selected successful Chinese supermarket companies have identified three types of innovation adopted by Chinese retailers: Technology based, non-technology based, and resource based innovation. The study takes a qualitative approach by using the methods of documentation survey and in-depth interviews with a panel of ten supermarket experts. Some managerial implications are explicated, and the limitations of the study and directions for future studies are discussed.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.