The role of mass customisation in the apparel industry

2015 ◽  
Vol 8 (2) ◽  
pp. 162-172 ◽  
Author(s):  
Rajkishore Nayak ◽  
Rajiv Padhye ◽  
Lijing Wang ◽  
Kaleshnath Chatterjee ◽  
Sheetal Gupta
Keyword(s):  
Apparel Industry ◽  
Mass Customisation

Internalising Continuous Variation

2018 ◽  
pp. 68-87
Author(s):  
Kas Oosterhuis
Keyword(s):  
Mass Production ◽  
Industrial Revolution ◽  
Continuous Variation ◽  
Traditional Role ◽  
Mass Customisation ◽  
The Third ◽  
Interactive Architecture ◽  
Design Production ◽  
Third Industrial Revolution

The chapter engages with the idea that nonhuman creativity is fostering a new architecture based on continuous variation both in its theoretical and in its technical and material dimension. The chapter depicts the trajectory of ONL, the author’s practice, and how with this mission it has moved to the third industrial revolution that has altogether revolutionised architecture as a whole. In this chapter Kas Oosterhuis redefines the fundamentals in three phases; phase A: mass production, phase B: mass customisation - in which phase ONL’s built projects are positioned - and moving into the upbeat of phase C: distributed robotic design, production, assembly and operation, in which phase the achievements of Hyperbody’s interactive architecture are positioned. He concludes by challenging the traditional role of the architect that has shifted, nowadays, to that of an expert.

Critical Role of Supply Chain Decoupling Point in Mass Customisation from Its Upstream and Downstream Information Systems Point of View

2011 ◽  
pp. 185-196
Author(s):  
S. Saghiri
Keyword(s):  
Supply Chain ◽  
Information Systems ◽  
Critical Role ◽  
Point Of View ◽  
Information Flows ◽  
Mass Customisation ◽  
Different Types ◽  
Type Information ◽  
Different Levels

Concentrating on the role of supply chain decoupling point, this chapter introduces different levels of customisation and mass operations and three types of mass customisation. It argues that in each mass customisation type, information systems which are upstream and downstream of the decoupling point can be varied. Consequently, information flows in different types of mass customisation have been examined. This analysis is an endeavour to organise mass customisation information systems across the supply chain, while it can be a useful structure for future researches in this area as well.

Patriarchy and (Un)Doing Factory of Women's Collective Identity in Sri Lanka's Localised Global Apparel Industry

2018 ◽  
pp. 19-36
Author(s):  
Dhammika Jayawardena
Keyword(s):  
Glass Ceiling ◽  
Collective Identity ◽  
Career Advancement ◽  
Apparel Industry ◽  
Global South ◽  
Ceiling Effect ◽  
Women's Career Advancement ◽  
Systemic Manifestations ◽  
Universal Structure

Systemic manifestations of women's subordination, such as the glass ceiling, are still a reality in organisations. Yet, the glass ceiling effect in the Global South is often conceptualised vis-à-vis (white) women's experience in ‘gendered organisations' and women's domestic role in the Southern societies. In this context, this chapter, based on a fieldwork research conducted in Sri Lanka's apparel industry, critically examines the glass ceiling effect of glass ceiling on women's career advancement in the Global South. Alongside the notion of ‘universal' patriarchy, it problematises the ‘universal' structure of the glass ceiling. And it shows that (un)doing factory women's collective identity—as lamai (little ones)—and the glass ceiling intermingle in the process of women's subordination in the apparel industry. The chapter concludes that, in the apparel industry, the role of managerial women —as well as of men in (un)doing factory women's collective identity—is crucial in keeping the glass ceiling in place.

Sensing and seizing in the apparel industry: the role of dynamic capabilities in fostering sustainable strategic orientations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nicolas Chevrollier ◽  
Fons Kuijf
Keyword(s):  
Dynamic Capabilities ◽  
Apparel Industry ◽  
Strategic Orientation ◽  
Incremental Innovation ◽  
Future Research ◽  
Content Type ◽  
Strategic Orientations ◽  
Inductive Research

Purpose This paper aims to explore how the dynamic capabilities sensing and seizing could support a sustainable (either instrumental or stewardship) strategic orientation in the apparel industry. Design/methodology/approach Through qualitative and inductive research design, ten companies from the Sustainable Apparel Coalition, specifically focusing on brands, were researched. Employees in strategic positions were interviewed. Subsequently, thematic analysis was realized to extract findings from both instrumental and stewardship organizations. Findings Instrumental organizations focus on increasing their brand, mainly by following market demands. They sense opportunities via a hierarchical organizational structure that allows for incremental innovation based on internal competition. Stewardship organizations believe in a collective approach toward conducting business effectively. While building a “sustainable case for business”, a stewardship-oriented company senses by involving their stakeholders and seeks unorthodox opportunities using a long-term internal compass as a beacon for decision-making. Originality/value Key capabilities are revealed that allow businesses and managers to reach higher levels of sustainability in a specific sector: the apparel industry. Especially the capabilities of stewardship-oriented companies and its ambidexterity provide a fertile base for future research at the nexus of organization development and sustainability.

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