Strategic Fashion Management: Influential Factors in Strategy Implementation

Strategic Fashion Management: Influential Factors in Strategy Implementation

Reza Aboutalebi (Royal Holloway University of London, UK), Hui Tan (Royal Holloway University of London, UK) and Romano Dyerson (Royal Holloway University of London, UK)
DOI: 10.4018/978-1-5225-0110-7.ch004


Strategic fashion management is one of the major absentees in the catwalk of the fashion literature. The meta-analysis research strategy was used to find and analyze hundreds of papers and books that may have some discussions regarding the intra-organizational factors that contribute to the effective execution of strategies in the fashion industry. Inclusion criteria were all published studies in top ten related journals and all existing books on Amazon website that have at least one of the nine keywords about strategy implementation. This research has identified ten sets of influential factors, each of which has an impact on the successful implementation of strategies. A strategy implementation model has been developed by combining these ten groups of factors based on systems theory. This paper reflects the development of a tentative model of strategy execution based on a literature review.
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Although fashion is a familiar concept that has attracted the attention of many people for more than a millennium, the notion and practice of fashion management are new or unfamiliar to many. A search for strategic fashion management on Amazon’s website, the largest and most comprehensive collection of books, resulted in zero findings. This indicates the lack of existence of strategic fashion management. So, seemingly the concept of ‘Strategic Fashion Management’ is being introduced for the first time in this paper. It is not possible to cover all aspects of strategic fashion management in one paper. Consequently, this study highlights only the least discussed dimension of any type of strategic management, which is strategy implementation.

As argued by MacLennan (2011, p. 3), “strategy execution is a seriously under-researched area without an established theoretical basis”. In a similar vein, Flood and his co-authors (2000, p. 243) claim that “strategy implementation, like any action-orientated human activity, needs theory based on research to identify the key factors to evaluate and the key levers to push to achieve desired results”. However, few authors have tried to suggest a model for implementing strategy (see De Flander, 2010; Galbraith & Nathanson, 1978; Hrebiniak & Joyce, 1984; Kaplan & Norton, 2008; MacLennan, 2011; Morgan, Levitt, & Malek, 2007; Stonich, 1982; Syrett, 2007; Thompson & Strickland, 1986).

Key Terms in this Chapter

Efficient Strategy Implementation: The extent to which the allocated resources for strategy implementation are utilized properly without any wastage.

Effective Strategy Implementation: The extent to which the intended strategy implementation objectives are fulfilled.

Strategy Implementation: A set of organized actions in managing internal and external factors to achieve the intended long-term objectives that are formulated based on environmental analyzes.

Strategy: A crucial long-term plan and set of actions to achieve long-term objectives.

Strategic Fashion Management: A systematic process of conducting an environmental analysis, strategy formulation, strategy implementation, and making required adjustments based on feedback to achieve long-term objectives in fashion and fashion-related industries.

Influential Factor in Strategy: Any factor that can exert a noticeable impact on strategy in a positive or negative ways.

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