PurposeThe purpose is to investigate how a retailer identifies critical network actors and gains their support when entering an emerging market. and to examine the role of a firm's relationships with different types of actors on the new market.Design/methodology/approachThe study is of an exploratory nature, and based on an inductive and qualitative research method. A case study of IKEA's entry into Russia and China was conducted.FindingsIt is argued that IKEA's entry into China and Russia was successful because of its dynamic utilization of matching and networking capabilities. The study explains how the support of relationships with, for example, political actors, interest groups and media supported the entry and the development of a positive consumer image.Research limitations/implicationsThis is a qualitative, in depth study and future research is needed in order to test the generalizability of the proposed framework and models.Practical implicationsThe paper shows how retail managers can generate the support of different types of actors and relationships when entering new markets.Originality/valueTraditionally consumer product firms' entry to new markets is regarded as a function of dealing with environmental, cultural and legal differences, and adapting products and strategies accordingly. This paper extends understanding by showing that matching and networking capabilities to mobilize resources, actors and activities on global, macro and micro levels are also critical components. It also relates the firm's business relationships with relationships to socio‐political actors on the new market.

Purpose -The purpose of this paper is to explore how a global supplier network can support and contribute to a market driving strategy. Theoretically, the paper contributes by integrating the market driving strategy and the network approach. IKEA is considered one of the leading market driving firms. The paper studies its activities in establishing supplier networks in Russia and Poland. Design/methodology/approach -This is an exploratory study of four suppliers of IKEA in Poland and Russia. Data are collected through 11 in-depth interviews with IKEA's corporate and middle level managers and with managers and technicians from its suppliers in Russia and Poland. Results are drawn through matrix coding techniques and pattern matching. Findings -Findings confirm IKEA's market driving strategy and how it has been able to restructure the market and successfully develop an efficient supplier network as a part of its market driving strategy. Originality/value -Market driving approach has been suggested as a more pro-active form of market orientation. It is characterised by an ability of the firm to shape the market conditions, to influence customers and offer completely new value propositions through its unique business process.

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