SMEs in a Globalised World
Show Less

SMEs in a Globalised World

Survival and Growth Strategies on Europe’s Geographical Periphery

Edited by Helena Lenihan, Bernadette Andreosso-O’Callaghan and Mark Hart

This insightful book shows how small and medium enterprises (SMEs) from some of the traditionally less dynamic peripheral economies of the ‘old’ EU – namely Ireland, Italy, Portugal and Spain – have responded to the twin challenges of globalisation and industrial restructuring. Through a series of unique case studies the contributing authors discuss how these economies, and in particular the SME sector, can be transformed.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 4: Innovation Behaviour of Spanish Fashion Manufacturing SMEs

José L. Calvo and Angel L. Culebras de Mesa


José L. Calvo and Angel L. Culebras de Mesa INTRODUCTION The Spanish fashion manufacturing industry (SFMI), which includes textiles and clothing, but also fur, leather and shoes,1 has been involved in a very difficult restructuring process. During the 1998–2006 period, the SFMI lost almost 100 000 jobs; its industrial production decreased markedly and its chronic commercial deficit almost quadrupled. This alarming situation is the consequence of trends followed by the fashion business, not only in Spain, but all over the world since the early 1990s. The changes affecting Spain and the European Union (EU) as a whole are mainly related to a number of factors: the globalization/ delocalization process; the size and cost competitiveness of the fashion industry in the new EU members; and full implementation of the Agreement on Textiles and Clothing (ATC), implying the end of the quota system and the complete opening of European fashion markets to tough foreign competitors, in particular from China.2 European fashion industries have reacted to these challenges in different ways, depending on the country. So, Italy, with a special trend since its fashion industry has remained stable and based in an industrial organization model where small firms are locally-integrated in industrial districts, has focused on high value added products supported by magnificent fashion branding (Guercini, 2004); the Netherlands has changed from a production-led to a design-led sector, organizing the design and distribution process while subcontracting or outsourcing production (Scheffer and Duineveld, 2004); in the UK there is evidence of clustering,...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.