Sustainability in Global Value-Chain Management: The Source of Competitive Advantage in the Fashion Sector

Jiménez‐Zarco, Ana Isabel; Moreno-Gavara, Carme; Njomkap, Jean Claude Stone

doi:10.1007/978-3-319-91265-3_3

Cited by 7 publications

(17 citation statements)

References 82 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…strategic foresight, strategic agility, and organizational ambidexterity. Built-in rigidities within management often limit the development of meta-capabilities that subsequently impact a firm's ability to generate excellent performance and sustain competitive advantages (Jiminez-Zarco et al, 2019). Hence managers are the pillars behind the building and embedding them into the organizational culture.…”

Section: Ability To Sense Opportunities and Threatsmentioning

confidence: 99%

“…1 Additional benefits relate to shorter time-to-market and order fulfillment, faster delivery, and lower transportation costs (Moeuf et al, 2018). Organizations, such as the e-commerce giant Amazon, are taking advantage of such technologies and are proactively positioning their meta capabilities that have taken productivity and efficiency to unprecedented levels (Jiminez-Zarco et al, 2019). The complex combination of new technologies within the described ecosystem provides a solid foundation for reinforcing dynamic capabilities.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Untitled

2022

Foresight and STI Governance

View full text Add to dashboard Cite

It publishes original research articles, offering new theoretical insights and practice-oriented knowledge in important areas of strategic planning and the creation of science, technology, and innovation (STI) policy, and it examines possible and alternative futures in all human endeavors in order to make such insights available to the right person at the right time to ensure the right decision.The journal acts as a scientific forum, contributing to the interaction between researchers, policy makers, and other actors involved in innovation processes. It encompasses all facets of STI policy and the creation of technological, managerial, product, and social innovations. Foresight and STI Governance welcomes works from scholars based in all parts of the world.Topics covered include:• Foresight methodologies and best practices;• Long-term socioeconomic priorities for strategic planning and policy making;• Innovative strategies at the national, regional, sectoral, and corporate levels;• The development of National Innovation Systems;• The exploration of the innovation lifecycle from idea to market;• Technological trends, breakthroughs, and grand challenges;• Technological change and its implications for economy, policy-making, and society;• Corporate innovation management;• Human capital in STI; and many others.The target audience of the journal comprises research scholars, university professors, postgraduates, policy-makers, business people, the expert community, and others who are interested in S&T and innovation analyses, foresight studies, and policy issues. The journal is included into the 1st quartile (Q1) of the Scopus

show abstract

Section: Ability To Sense Opportunities and Threatsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Untitled

2022

Foresight and STI Governance

View full text Add to dashboard Cite

show abstract

“…Despite the dominance of China and Bangladesh (McKinsey and Business of Fashion, 2019), there is increased global awareness of growing fashion and garment production in Africa (Berg et al., 2015; Manson, 2014). The Africa‐sited global fashion industry's market value is estimated at $1.3 trillion (African Development Bank [AfDB], 2019a); the developing fashion industry (including textiles and apparel sectors) is positioned as potentially accelerating economic growth and industrialisation, building new trade and export options and GVCs, and enhancing regional and global integration (Jiménez‐Zarco et al., 2019). However, compared to other creative industries emergent continent‐wide, including film (Lobato, 2010) and music (Pratt, 2008), fashion has received relatively little policy attention.…”

Section: Fashion Designers As Creative Entrepreneurs In Africamentioning

confidence: 99%

“…The value chain approach, useful within studies on apparel production in developing economies (Gereffi & Memedovic, 2003; Gopura et al., 2019) aids analysis of the influence (direct or indirect) of globalisation, especially the intersection of global power and geographical structures on the economic development of fashion designers (Godart, 2014). Value chain perspectives increasingly illuminate studies on ethical, sustainable and local fashion production and markets (Jiménez‐Zarco et al., 2019; Pal, 2014; Pal et al., 2016; Rinaldi & Testa, 2015).…”

Section: Fashion Designers Global Network and Local Developmentmentioning

confidence: 99%

“…Here key decisions about activities and actors in the chain are made by lead firms, often large retailers or brand‐name (typically Western) companies who do not own any manufacturing facilities (i.e., H&M, Primark, Zara etc.) but retain control over higher value activities such as design, marketing and distribution (Jiménez‐Zarco et al., 2019). Both tangible profits and control over ‘the intangible, symbolic value of fashion, and thus the brand value’ (Gopura et al., 2019, p. 467) (see also Weller, 2007) are thereby located outside of manufacturing nations which remain remote from the end‐consumer (Aspers, 2010).…”

Section: Fashion Designers Global Network and Local Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Africa Fashion Futures: Creative economies, global networks and local development

et al. 2021

View full text Add to dashboard Cite

This article reviews existing literature and approaches to the current study of fashion and economic development to rethink the interconnection between creative producers and global production and trade networks in relation to sustainable local development. Focusing on the work of independent fashion designers on the African continent, we first consider their positioning as cultural (micro) entrepreneurs and drivers of economic development. Next, we discuss the wider relationship with the global markets and value chains which impact their work and local context. We conclude with a call for further interdisciplinary research that takes fashion designers as a key point from which to engage critically with global value chains beyond prioritising the lead firm in the global North, so as to position African fashion designers as micro-entrepreneurs with potential for value creation and as leading smaller local or national markets with concomitant international reach.

show abstract

Sustainable supply chain management practices, dynamic capabilities and competitive advantage: Evidence from Bangladesh ready‐made garments industry

2023

View full text Add to dashboard Cite

The ready-made garments (RMG) production industry in Bangladesh has achieved a major presence in the global fashion apparel supply chain particularly due to the competitive advantage (CA) primarily attributed to its' large pool of low cost labor. However, the competitiveness of this industry is under threat from other emerging economies that are rapidly becoming lower cost production sources. As a result the Bangladesh RMG sector is under pressure to find alternate sources of CA by introducing sustainable supply chain management (SSCM) practices along with improving the dynamic capabilities (DC) of the RMG manufacturers. However, the extant literature indicates that there is a dearth of sufficient empirical evidence on whether SSCM practices in combination with improvements in management and technological capabilities of such enterprises leads to gains in CA. In order to address the aforesaid gap, this study draws on the integration of the SSCM practices view and the DC view, to propose a set of relationships that posit that environmental, social, and economic sustainability measures of SSCM practices along with management and technological capabilities will have a significant influence on CA. The hypotheses are tested by applying structural equation modeling on a sample of 345 export-oriented RMG manufacturers in Bangladesh. The findings indicate that influence of social sustainability, along with management and technological capabilities, on CA is positive and significant. While the relationship between environmental and economic sustainability and CA were not significant.

show abstract

Sustainability in Global Value-Chain Management: The Source of Competitive Advantage in the Fashion Sector

Cited by 7 publications

References 82 publications

Untitled

Untitled

Africa Fashion Futures: Creative economies, global networks and local development

Sustainable supply chain management practices, dynamic capabilities and competitive advantage: Evidence from Bangladesh ready‐made garments industry

Contact Info

Product

Resources

About