Introduction to global sourcing -- Theoretical perspective of global sourcing -- Trends in global sourcing -- Global sourcing options -- Global sourcing step 1: new product development -- Global sourcing step 2: macro environmental analysis for supplier selection -- Global sourcing step 3: micro-level analysis for supplier selection -- Global sourcing step 4: purchase order and methods of payment -- Global sourcing step 5: preproduction, production, and quality assurance -- Global sourcing step 6: logistics and importing processes -- Global sourcing step 7: sourcing performance evaluation -- Current and future global sourcing
This research proposes a buyer-supplier power-motivation interaction model that clarifies what multinational enterprises (MNEs) could do to encourage apparel suppliers' to implement code of conduct (CoCs) policies successfully in the apparel supply chain. Specifically, the aim of this study was to investigate how MNEs enforce CoC policies and how they affect suppliers' motivation to engage themselves in managing CoC compliance mechanisms of monitoring, enforcement and transparency, in the Indian apparel industry. A quantitative survey was conducted using face-to-face survey. Overall, 210 usable data was collected and analyzed by using structural equation modeling technique. Study findings highlighted that, of the two power strategies, only hard power was found applicable in the apparel Indian market. Nevertheless, among the different nature of hard power strategies, MNEs were found to use mainly authoritative/coercive strategies that induced only extrinsic motivation in suppliers. Due to this, suppliers were found to primarily engaged in CoC monitoring mechanisms, while not the transparency mechanisms. Based on these findings, it was concluded that inducing both intrinsic and extrinsic motivation in suppliers is important for buyers (MNEs) in order to develop a holistic CoC compliance mechanisms at suppliers' base. Overall, this study contributes uniquely to the literature by offering a deeper insight into the interactive nature of the buyer-supplier compliance-influencing process.
Purpose – The purpose of this paper is to explore historical paths of successful companies' sustainability commitment, discover internal and external forces that shaped today's sustainability leaders and show how companies implemented efforts toward sustainability to respond to those circumstances. It offers an in-depth understanding of sustainability-related strategies implemented by highly sustainable companies and serves as encouraging cases for other companies willing to engage in sustainability.
Design/methodology/approach – This research took a case-study approach to help build a new theory toward sustainability development and approaches. A content analysis and review of both companies' annual financial reports and corporate sustainability reports, between 1995 and 2012, and relevant news articles was performed.
Findings – Data analysis showed that companies initiated and executed various strategies sustainability in their business, which evolved into themes for their stages of growth. Findings showed that: different companies approached sustainability differently based on their varied experiences; companies' past and present efforts help to understand their business strategies and commitments more as a holistic process. Companies were affected by external circumstances, such as rewarding partnerships, ranking indices and media criticism for their working conditions, in response to which both the companies designed and implemented their own sustainability approaches.
Originality/value – This study explored a longitudinal analysis of leader companies' historical sustainability practices. It focused on how two different companies approached sustainability differently based on their varied experiences, thus showing that sustainability can be a source of competitive advantage for companies.
The study explored the secrets of success described by Chinese apparel new ventures. Barney's (1991) resource-based view of the firm helped the researchers understand secrets to success from the firm's internal perspective, and the social network theory informed key secrets from the external perspective (Ahuja, 2000). In-depth interviews with open-ended questions were employed with sixteen top apparel companies in China. Results revealed that having the first successful store is the symbol of success and that success is a never-ending goal. The key secrets to success were described as the founders' ability to find the niche market, their down-to-earth attitude, unique branding position and products, and, finally, external relationships. The study will help Chinese apparel new ventures in realizing the secrets of surviving the initial stage. Academic organizations and governments may want to utilize the study findings to develop more curricula and policies that may be more fruitful for small businesses' success in the long term.
PurposeThe purpose of this paper is to examine the effect of intensive extra‐curricular learning opportunities on students' knowledge, skills, and attitudes regarding cotton and sustainability.Design/methodology/approachA three‐phase extra‐curricular learning opportunity was designed to include a Sustainable Cotton Summit; pre‐summit and post‐summit surveys of students' knowledge, skills, and attitudes toward cotton; and an individual essay competition.FindingsThe two‐group mean comparisons showed that the summit made the largest impact on students' knowledge in cotton and sustainability, followed by students' skills and attitudes. The student essays indicated that the summit provided insight that is not readily available in their education curricula.Research limitations/implicationsThe benefits derived from educating students about sustainability and cotton should be extended to other fibers, as well as to other segments of the supply chain.Practical implicationsBusinesses involved with cotton supply chain must do a better job at educating and explaining sustainability aspects of cotton to consumers. Educators must also further their efforts in preparing students as professionals in the industry.Originality/valueIn response to the lack of educational opportunities about cotton and sustainability in the textile‐ and apparel‐related academic field in the USA, this study offered the two‐day Sustainable Cotton Summit in 2010 in which over 400 students have participated. Changes in students' knowledge, skills, and attitudes were assessed through pre‐ and post‐summit surveys, and post‐summit essays.
AbstractTo support businesses' efforts to improve sustainability performance, the role of employees should not be neglected, as organizational citizenship behavior (OCB) can improve the effectiveness and flexibility of a business as a whole. Given the potential impact of OCB on organizations' performance, this study investigated how the role of employees' OCB can help to achieve the triple bottom line of sustainability‐financial, social and environmental performance. Using U.S. fashion retail employees as the sampling framework, a total of 278 datasets were used to test the hypothesized relationship. The results showed that the ethical climate of an organization indeed positively affects employees' OCB, consistent with previous studies in non‐fashion retail organizations. Regardless of the size of the organization, the role of employees on the organization's overall sustainability performance was found to be highly important. These findings suggest that businesses should consider ethical climate to enhance sustainability through employees' OCB.
In response to research which argues that people living with a disability (PLWD) face societal barriers including workplace participation, this study explored how the barriers to social participation, specifically workplace participation, faced by PLWD are exacerbated by the lack of appropriate clothing and the role that stigma, self-efficacy, and clothing have in workplace participation. Finding appropriate clothing is a significant barrier to social participation for many PLWD. The social model of disability used in this study supports this by suggesting that it is society which places barriers to PLWD rather than their disability. A qualitative inquiry of semi-structured, in-depth interviews was used, and the results showcase six sub-themes of barriers: work defines me, disability as the barrier to workplace participation, work allows extra societal opportunities, stigma questions my self-efficacy, workplace accommodations diminish my stigma, and clothing builds my self-efficacy. The study found that, for PLWD, workplace participation is hindered because of occupational typecasting and lack of appropriate clothing, which increases their stigma and decreases their self-efficacy. The contributions of this study include theory support, policy, community, and educational enhancement.
Purpose In response to today's marketplace in which many Asian brands are trying to expand their businesses into Western nations, this study investigated the strategic use of cultural authenticity that Asian brands may employ for their success. Although the benefits of using cultural heritage in brand strategies have been noted by past literature, the efficacies of how Asian brands can use brand logo designs to positively influence their brand success have not been studied. To fill this gap, the purpose of this paper is to examine how Chinese brands can increase willingness to try among US consumers by establishing brand uniqueness via culturally authentic brand logo designs.
Design/methodology/approach The data from 289 respondents via online between-subjects factorial experimental research surveys were collected using a national US population as the sample frame. The Chinese brand logos communicating Asian heritage were created by manipulating the cultural authenticity of the brand logo mark and the language of the logotype.
Findings The results suggested that the Asian-themed brand logo is an important tool in exuding a Chinese brand's sense of cultural authenticity to US consumers. In turn, the perception of cultural authenticity for the Chinese brand positively influenced the US consumers' perceptions of the brand's uniqueness, which led to greater willingness to try the brand.
Originality/value The research provides empirical insights into how "Asian-ness" can be manifested via brand logos to convey cultural authenticity as well as to build perceived brand uniqueness and the willingness to try among US consumers.
AbstractDespite the strong societal demand for circular fashion (CF) businesses, the literature lacks a contextualized understanding about what has been explored versus what has been underexplored in the current literature. Although the fashion supply chain involves many stakeholders, the majority of the literature discusses CF from the stance of internal stakeholders. Less is understood about the external stakeholders' perspective. To offer a holistic understanding about the CF traits (i.e., drivers, strategies, practices, barriers, and enablers) for all stakeholders, we have systematically reviewed the CF literature and integrated a stakeholder's perspective into this review process. Through content analysis, Study 1 shows the current trends in the CF literature and suggests avenues for future research. Through thematic analysis, Study 2 identifies the CF traits for all stakeholders, both internal and external. The results yielded a conceptual framework offering an integrated understanding about how fashion businesses can institute true circularity by engaging external stakeholders in their CF‐related endeavors.
