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Why and how do firms reshore?: A contingency-based conceptual framework

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Why and how do firms reshore? A contingency-based conceptual framework. / Benstead, Amy; Stevenson, Mark; Hendry, Linda Caroline.

In: Operations Management Research, Vol. 10, No. 3-4, 12.2017, p. 85-103.

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@article{64b03bd98b2a4add819dd149d497c832,
title = "Why and how do firms reshore?: A contingency-based conceptual framework",
abstract = "Much of the growing body of reshoring literature has focused on why firms reverse a prior location decision. While valuable, this work needs extending to how the decision to reshore is operationalised. Using a two-stage approach, this paper presents a conceptual framework that covers both why and how firms reshore. The framework also utilises contingency theory to identify the factors that influence these decisions. It is therefore claimed to be more comprehensive than others frameworks found in the literature. First, a systematic literature review deductively develops an initial framework. Second, a revised version of the framework is presented using evidence from a single, exemplar case of captive reshoring in the textiles industry. The case evidence identifies new factors and extends a typology of reshoring decisions proposed in the literature to more accurately reflect the dynamic, complex, and incremental nature of the onshore-offshore-reshore location and ownership decision.",
keywords = "Reshoring, Backshoring, Location decisions, Contingency theory, Case study",
author = "Amy Benstead and Mark Stevenson and Hendry, {Linda Caroline}",
year = "2017",
month = dec,
doi = "10.1007/s12063-017-0124-5",
language = "English",
volume = "10",
pages = "85--103",
journal = "Operations Management Research",
issn = "1936-9735",
publisher = "Springer New York",
number = "3-4",

}

RIS

TY - JOUR

T1 - Why and how do firms reshore?

T2 - A contingency-based conceptual framework

AU - Benstead, Amy

AU - Stevenson, Mark

AU - Hendry, Linda Caroline

PY - 2017/12

Y1 - 2017/12

N2 - Much of the growing body of reshoring literature has focused on why firms reverse a prior location decision. While valuable, this work needs extending to how the decision to reshore is operationalised. Using a two-stage approach, this paper presents a conceptual framework that covers both why and how firms reshore. The framework also utilises contingency theory to identify the factors that influence these decisions. It is therefore claimed to be more comprehensive than others frameworks found in the literature. First, a systematic literature review deductively develops an initial framework. Second, a revised version of the framework is presented using evidence from a single, exemplar case of captive reshoring in the textiles industry. The case evidence identifies new factors and extends a typology of reshoring decisions proposed in the literature to more accurately reflect the dynamic, complex, and incremental nature of the onshore-offshore-reshore location and ownership decision.

AB - Much of the growing body of reshoring literature has focused on why firms reverse a prior location decision. While valuable, this work needs extending to how the decision to reshore is operationalised. Using a two-stage approach, this paper presents a conceptual framework that covers both why and how firms reshore. The framework also utilises contingency theory to identify the factors that influence these decisions. It is therefore claimed to be more comprehensive than others frameworks found in the literature. First, a systematic literature review deductively develops an initial framework. Second, a revised version of the framework is presented using evidence from a single, exemplar case of captive reshoring in the textiles industry. The case evidence identifies new factors and extends a typology of reshoring decisions proposed in the literature to more accurately reflect the dynamic, complex, and incremental nature of the onshore-offshore-reshore location and ownership decision.

KW - Reshoring

KW - Backshoring

KW - Location decisions

KW - Contingency theory

KW - Case study

U2 - 10.1007/s12063-017-0124-5

DO - 10.1007/s12063-017-0124-5

M3 - Journal article

VL - 10

SP - 85

EP - 103

JO - Operations Management Research

JF - Operations Management Research

SN - 1936-9735

IS - 3-4

ER -