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Internet retailing is one of the fast-growing business sectors in the UK, and this sector is currently entering a more stable development stage. In this stage, the issue of business strategy and performance measurement, often neglected during the dotcom era, is gaining in importance. Although various studies have been done, the investigation of this issue is limited. This study helps to fill this gap by investigating performance measurement and business strategy of Internet retailing business, and their significance in enhancing business performance. A mail questionnaire was used in a survey of UK Internet retailers. The questionnaire contained variables of performance indicators, use of performance measurement, strategic orientation, businessp erformance, and business profile. The survey produced 252 responses of small-and-medium-sized internet retailers, defined as having less than £10 million of annual online sales turnover. By factor analysis, strategic orientation can be treated as having two dimensions:( 1) conservativeness, and (2) aggressiveness; business performance, two: (1) financial, and (2) operational; and performance measurement, one: the number of performance indicators measured. The findings show that UK Internet retailers are likely to concentrate their performance measurement more on financial, market-sales, and web-related indicators rather than customer and process. After controlling for variations of business size, the empirical results reveal that (1) more conservative retailers are likely to measure more performance indicators, (2) retailers using more performance indicators are likely to have better operational performance, and (3) less aggressiveness retailers tend to be associated with better financial performance. This study has provided evidence that strategic orientation is associated with the financial aspect of business performance, and performance measurement with the operational aspect of business performance. The results provide useful insights for Internet retailing managers, especially concerning the importance of performance measurement, and the choice of strategic orientation. More importantly, this study opens up possibilities for further study of performance measurement and businesss strategy of internet retailing business

The granting of a range of discretionary powers to the franchisor shows the hierarchical face, besides the market or contractual face, of franchising and similar networks. Dealing with power-related contractual problems within these arrangements is particularly challenging, since they occupy a little explored niche in legal reasoning. In this thesis, I develop an interdisciplinary inquiry on the network concept to assess to which extent it reveals the rationalities underlying the granting of such powers. I study the typical contract law categories of control of the exercise of individual prerogatives available both in civil law and in common law tradition. I discuss to which extent those categories are capable of controlling the exercise of discretionary powers in franchise disputes. I finally turn to public law reasoning on control of power and propose a prudent transplant of some elements of this reasoning into contract law discourse.

Employee turnover is not a new phenomenon. The retail industry has always suffered from high employee turnover rates. High employee turnover is costly to retailers not only because it increases administrative costs in recruiting and training employees but it also reduces the operational capability of the retailer. While most studies had focused their attention on the financial costs of employee turnover, in retailing, the non-financial costs of employee turnover can also be substantial. These non-financial costs include lower morale among remaining employees and losses in expertise and experience. / While there are already many studies on employee turnover, there is a lack of studies of the phenomenon in the retail industry. This study will attempt to close the gap in the literature by studying employee turnover in the retail industry more closely. More importantly, the study will adopt a social constructivist approach to the study of the phenomenon. This approach is not commonly used in employee turnover studies and is likely to add a different perspective to the phenomenon. The aim of the study is to establish the causes of employee turnover in the retail industry and to suggest ways in which retailers can attempt to retain their employees. / The study was conducted with 29 respondents with a major bookstore chain operating in Singapore. The findings suggests that factors that affect employees' decision to quit can be categorised into push and pull factors. Push factors include the level of relationship the employee has with the supervisor and colleagues, the presence of career advancement opportunities and the presence of work-family conflict. Pull factors is the presence of other job opportunities. In addition, a consistent finding in the research show that strong and positive relationships with colleagues can reduce turnover intentions of employees in the retail industry. However, these factors are moderated by personal factors like demographics and personality of the employee. / The study concluded with a discussion of the implications of the research findings and suggests how retailers can adopt policies that can reduce the employee turnover rate. In addition, the study also suggests areas for further research. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

Thesis (MEd) -- University of South Australia, 1993

Thesis (MBus)--University of South Australia, 2001

Bibliography: leaves 273-280 / xii, 280 leaves ; 30 cm. / Title page, contents and abstract only. The complete thesis in print form is available from the University Library. / Thesis (Ph.D.)--University of Adelaide, Faculty of Economics and Commerce, 1991

Employee turnover is not a new phenomenon. The retail industry has always suffered from high employee turnover rates. High employee turnover is costly to retailers not only because it increases administrative costs in recruiting and training employees but it also reduces the operational capability of the retailer. While most studies had focused their attention on the financial costs of employee turnover, in retailing, the non-financial costs of employee turnover can also be substantial. These non-financial costs include lower morale among remaining employees and losses in expertise and experience. / While there are already many studies on employee turnover, there is a lack of studies of the phenomenon in the retail industry. This study will attempt to close the gap in the literature by studying employee turnover in the retail industry more closely. More importantly, the study will adopt a social constructivist approach to the study of the phenomenon. This approach is not commonly used in employee turnover studies and is likely to add a different perspective to the phenomenon. The aim of the study is to establish the causes of employee turnover in the retail industry and to suggest ways in which retailers can attempt to retain their employees. / The study was conducted with 29 respondents with a major bookstore chain operating in Singapore. The findings suggests that factors that affect employees' decision to quit can be categorised into push and pull factors. Push factors include the level of relationship the employee has with the supervisor and colleagues, the presence of career advancement opportunities and the presence of work-family conflict. Pull factors is the presence of other job opportunities. In addition, a consistent finding in the research show that strong and positive relationships with colleagues can reduce turnover intentions of employees in the retail industry. However, these factors are moderated by personal factors like demographics and personality of the employee. / The study concluded with a discussion of the implications of the research findings and suggests how retailers can adopt policies that can reduce the employee turnover rate. In addition, the study also suggests areas for further research. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

Employee turnover is not a new phenomenon. The retail industry has always suffered from high employee turnover rates. High employee turnover is costly to retailers not only because it increases administrative costs in recruiting and training employees but it also reduces the operational capability of the retailer. While most studies had focused their attention on the financial costs of employee turnover, in retailing, the non-financial costs of employee turnover can also be substantial. These non-financial costs include lower morale among remaining employees and losses in expertise and experience. / While there are already many studies on employee turnover, there is a lack of studies of the phenomenon in the retail industry. This study will attempt to close the gap in the literature by studying employee turnover in the retail industry more closely. More importantly, the study will adopt a social constructivist approach to the study of the phenomenon. This approach is not commonly used in employee turnover studies and is likely to add a different perspective to the phenomenon. The aim of the study is to establish the causes of employee turnover in the retail industry and to suggest ways in which retailers can attempt to retain their employees. / The study was conducted with 29 respondents with a major bookstore chain operating in Singapore. The findings suggests that factors that affect employees' decision to quit can be categorised into push and pull factors. Push factors include the level of relationship the employee has with the supervisor and colleagues, the presence of career advancement opportunities and the presence of work-family conflict. Pull factors is the presence of other job opportunities. In addition, a consistent finding in the research show that strong and positive relationships with colleagues can reduce turnover intentions of employees in the retail industry. However, these factors are moderated by personal factors like demographics and personality of the employee. / The study concluded with a discussion of the implications of the research findings and suggests how retailers can adopt policies that can reduce the employee turnover rate. In addition, the study also suggests areas for further research. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

Thesis (Ph. D.)--University of Washington. / Vita. Bibliography: L. [139]-147.