Benefits and challenges of global sourcing: perceptions of US apparel retail firms

By Jinsook Cho, Jikyeong Kang. 2001

157 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bd2c57ba96deb2bf2ce7a941615aa68c7759da7a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Pieter-Jan Pauwels
2. P. Matthyssens
3. Lieven Quintens
4. Barbara B. Flynn
5. Matthias Holweg

In Organizational Behavior and Human Resource Management

1. Barbara B. Flynn
2. Pieter-Jan Pauwels
3. P. Matthyssens
4. Lieven Quintens

In Strategy and Management

1. P. Matthyssens
2. Lieven Quintens
3. Pieter-Jan Pauwels
4. Barbara B. Flynn
5. Matthias Holweg

Citations in the corpus

• On risk and cost in global sourcing (2011, background): “…by sourcing parts and components from foreign suppliers, but often also enter such relationships to obtain access to new technologies or higher quality products, or to establish a foothold in new markets (Monczka and Giunipero, 1984; Monczka and Trent, 1991; Cho and Kang, 2001; Nassimbeni, 2006).”
• Global purchasing: state of the art and research directions (2006, methodology): “In evaluating determinants (drivers and barriers) of global purchasing, factor analysis is a preferred method (e.g., Alguire et al., 1994; Cho and Kang, 2001; Deng and Wortzel, 1995; Güdüm and Kavas, 1996; Kraft and Chung, 1992).”
• Offshoring and backshoring: A multiple case study analysis (2017, unknown): “On the contrary, according to the RBV backshoring strategies could be motivated by the firm's inability to develop distinctive resources abroad, and/or to properly exploit the host country's resources in order to establish competitive advantage (Canham and Hamilton, 2013).”
• The impact of supply chain complexity on manufacturing plant performance (2009, background): “(reverse scored) Respondents: IM, SP, PS Supplier delivery unreliability Dynamic We can depend upon on-time delivery from our suppliers.”
• Global sourcing and quality recalls: An empirical study of outsourcing-supplier concentration-product recalls linkages (2014, background): “The number of suppliers has been identified as a complexity driver (Choi et al., 2001; Wu and Choi, 2005; Goffin et al., 2006; Bozarth et al., 2009) as well as the extent of globalization of the supply base (Cho and Kang, 2001; Nellore et al., 2001; Bozarth et al., 2009).”