The paper seeks to explain the pattern of strategic responses by the US textile and apparel industries to changes in their business environment since 1979.
The study is based on a literature review and interviews with officers from leading US corporations, government agencies and trade associations. The approach examines strategic responses to environmental change. The study takes a macro perspective to permit an understanding of the forces operating at the industry level.
Shifting market requirements, intensifying international competition, powerful retailers, and rapid technological change have confronted the US textile and apparel sectors. In responding to these, companies have developed more creative, change‐seeking business cultures, and more flexible operational arrangements. However, both industries have exhibited change‐resisting characteristics in their responses. Many companies have been forced into bankruptcy. Today both industries are radically different, in terms of their strategies, business scope, technological intensity, organizational structure, and supply chain relationships.
The paper provides a generalized perspective on the broad thrusts of strategic changes across the two sectors. Further work could develop this analysis at a micro level.
The paper highlights the need for US companies to develop more change‐seeking business cultures, more flexible operational arrangements, an international orientation and a sharper business focus.
The paper provides a long‐term, systemic perspective on strategic responses to environmental change at the industry level. It has policy‐making value to practitioners and government agencies, and instructional value to teachers and students.
