Decision-making authority in British supermarket chains

Abstract

This article analyses the authority of store managers for the stocking and merchandising of British supermarkets in the period between the mid-1960s and the mid-1980s. Using oral history and business archive data, the article assesses the case of two broadly similar retail chains. It identifies variations between the firms in relation to the extent of centralised versus decentralised control at the start of the study period. It then shows how the firms came to operate an essentially similar approach by its conclusion. Explanations for the changes identified are drawn from an assessment of the retail environment, and differences between the firms in terms of corporate culture.

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