When manufacturing moves back: Concepts and questions

By Luciano Fratocchi, Carmela Di Mauro, Paolo Nicola Barbieri, Guido Nassimbeni, A. Zanoni. 2014

367 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/45e34017b81e62cf7850c833a604b2504d36db4c

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Citations in the corpus

Reshoring and insourcing: drivers and future research directions (2016, background): “------------------------------------------ Finally, a greater focus on the reshoring and insourcing decision outcome–performance relationship is needed to better understand different types of regional cluster concentrations (Fratocchi et al., 2014).”
Future and impact of backshoring—Some conclusions from 15 years of research on German practices (2014, background): “In this short comment, empirical evidence will be offered to some of the questions Fratocchi et al. (2014) have posed in their short conceptual paper in this issue.”
Motivations of manufacturing reshoring: an interpretative framework (2016, positive): “The contributions aim at defining and positioning the phenomenon (Ellram, 2013; Fratocchi et al., 2014; Gray et al., 2013; Holz, 2009), at establishing its geographical boundaries (e.”
Institutional and strategic operations perspectives on manufacturing reshoring (2016, background): “…the reshoring phenomenon into different types (Gray, Skowronski, and Rungtusanatham 2013; Bellego 2014), analysing specific industry sector contexts (Harrington 2011; Fratocchi et al. 2014) and identifying key supply chain drivers (Kinkel and Maloca 2009; Ellram 2013; Fratocchi et al. 2014).”
Reshoring: Myth or Reality? (2016, background): “Ellram (2013) defined re-shoring as “moving manufacturing back to the country of its parent company’, but others have described reshoring merely as a generic change of location with respect to a previous off-shore country (Fratocchi et al., 2014).”
Reshoring: a strategic renewal of luxury clothing supply chains (2016, background): “…and logistics costs, and the higher than expected costs associated with coordination and quality control over supply chain partners in foreign locations, have led some firms to return production to their home countries (Bailey and De Propris 2014; Fratocchi et al. 2014; Macchion et al. 2015).”
Drivers and barriers to reshoring: a literature review on offshoring in reverse (2017, background): “In line with Kinkel (2014), it should be noted that the majority of papers do acknowledge the link to previous offshoring decisions but the reshoring intensity differs between countries (Fratocchi et al., 2014).”
Offshoring and backshoring: A multiple case study analysis (2017, methodology): “…and backshoring implicitly denies the possibility that backshoring is one of the possible steps in the internationalization strategy of firms (Fratocchi et al., 2014, 2015a), and rather depicts it as an “odd” phase when compared to a more “orthodox” linear model of international expansion,…”
Manufacturing reshoring and its limits: the UK automotive case (2014, background): “Froud et al. (2011) note that in the UK’s largely foreign owned branch assembly plants, broken supply chains effectively undermine high British content and limit domestic backward linkages. For example, machinery and vehicles production in the UK sees some 50% of intermediate purchases being importe”
Prior to reshoring: A duration analysis of foreign manufacturing ventures (2015, background): “In this direction, both popular press and scholarly research have stressed that several firms are finding advantages recently in relocating offshore facilities (or supply basins) back to their home country (“back-reshoring”) and/or to countries closer to their headquarters (“near-reshoring”) (Fratoc”
From global to local: reshoring for sustainability (2016, background): “It focuses on the types and strengths of relationships and how they provide context for decision-making (Galaskiewicz 2011); the strength of ties between actors is best represented by intangible relationships (Autry and Griffiths 2008), and are important in building trust, which facilitates the…”