Restructuring and reconfiguration

Abstract

Purpose -To examine how the textile and clothing industries, both of which retain a significant employment presence in the EU, have responded differently to heightened overseas competition and changes in buyer-supplier relations. Design/methodology/approach -The paper uses macro-descriptive statistics to determine key EU industry trends and provide an analysis of how institutional backgrounds can shape industry trends. Findings -Clothing proves more robust in retaining an employment presence than the more capital-intensive textile sector. This is surprising since labour-intensive industries are expected to suffer more from intensified global competition than capital intensive ones. Job losses continue in both sectors but firms are innovating in restructuring practices to remain competitive and responsive to buyer pressures. Technological innovation and the pursuit of niche markets plus increased outsourcing are key responses. Research limitations/implications -Few studies offer an overview of industry trends and whilst this study offers a comparative, mainly cross-sectional analysis, it nonetheless provides a context for more detailed country-specific analyses. Originality/value -The paper provides useful data of relevance to public policy specialists, managers in this and related industries, plus academics studying industrial restructuring and responses to heightened competitive pressures throughout the value chain in a labour-intensive industry.

Coronavirus pandemic and economic lockdown; study of strategic initiatives and tactical responses of firms

“…Finally, organizational processes and systems have to be reconfigured to create and enhance the required firm resources and capabilities to respond to the crisis (Nair et al, 2014;Calia et al, 2007). Reconfiguration could also help in reducing or eliminating the unnecessary resources or capabilities not required for COVID-19 firm response (Chakrabarti, 2015;Taplin, 2006). Thus, both RBV, as well as DCV perspectives, did matter regarding deciding the short-term tactical responses and the long-term strategic response of firms through its initiatives undertaken.…”

The Role of Human Resource Management (HRM) for the Implementation of Sustainable Product-Service Systems (PSS)—An Analysis of Fashion Retailers

“…The fashion industry is a mature, highly competitive and volatile market [1,2]. The traditional fashion calendar has been expanded with more seasons and the period in which fashion products are salable has become very short.…”

“…The general rise in consumers' income and the advent of e-commerce has increased consumer demand for affordable and immediately accessible clothes [3,4]. Fastness, cheapness and newness, therefore, play a key role in the survival of fashion firms [2,5,6]. Retailers try to quickly get new fashion lines at low prices into the stores which results in short product life cycles and large amounts of unsold products at the end of selling season [7,8].…”

Social and Environmental Life Cycle Assessment (SELCA) Method for Sustainability Analysis: The Jeans Global Value Chain as a Showcase

“…Globalisation and liberation of trade have led to the movement of low skill, for instance, an intensive labour of textile value chains in developing countries (Los et al 2015;OECD 2004). The lowering of prices of textile products makes European retailers put more pressure on suppliers to further reduce costs (Taplin 2006). Suppliers consequently reduce on the aspects which they still have in control such as labour conditions (Taplin 2014).…”