Retail internationalisation through M and As

This study aims to add new knowledge to the emerging theme of retail internationalisation as a dynamic process rather than merely a market entry. Situated in the post World Trade Organization China where retail mergers and acquisitions (M&As) are permitted, this research explores via a case study, the talent challenges that emerged after an international acquisition in mainland China made by a leading British retailer of a previously Taiwanese-owned retail chain. By examining in depth the characteristics of a multinational expatriate-based management system as a product of M&A in this firm, the analysis identifies new strategic problems. This article shows that such talent challenges have been largely ignored as a strategic priority by this British retail firm in their post M&A transition. It opens up a promising perspective for researching other Western retail giants in their post M&As times in China, and thus for contributing further to the study of retail internationalisation as a process.