The purpose of this study was to identify the implementation of QR technologies by a broad spectrum of U.S. apparel manufacturers and to examine relationships between organizational characteristics and implementation of QR technologies. Conceptual framework for the study was based on the environmental interpretation model in the business domain (Daft & Weick, 1984, p. 284). The implementation level of selected QR technologies was the dependent variable, and the independent variables were product category, fashion change, and seasonal change. A better understanding of QR is needed to increase implementation of this approach to environmental change.
A random sample of 306 U.S. apparel manufacturers was selected from a purchased list. A mail questionnaire was pilot tested, and the revised survey questionnaire was sent to plant managers. Adjusted response rate was 47% (n = 103). Descriptive statistics and one-way analysis of variance (ANOVA) were used for data analysis. The most frequently used QR technologies were small lot orders, production planning with customer, computerized inventory, and short cycle cut planning. Fashion change was significantly related to implementation of QR technologies. This study contributes to the knowledge of the fashion change variable and has implications for strategic planning by U.S. apparel manufacturers.
American Apparel Manufacturers Association. (Ed.). (1987). Getting started in Quick Response. Arlington, VA: Author.
2.
American Apparel Manufacturers Association. ( 1995). Focus. Arlington, VA: Author.
3.
Andersen Consulting Company. (1991, March). Quick Response: The path to better customer service. Chain Store Age Executive, pp. 1b-20b.
4.
Child, J. (1972). Organizational structure, environment and performance: The role of strategic choice. Sociology, 63, 2-22.
5.
Clodfelter, R. (1993). Retail buying from staples to fashions to fads . Albany, NY: Delmar.
6.
Coopers & Lybrand Technologies. (1991). Technology: The big payoff. Randolph, NJ: RIS News & Edgell Enterprises.
7.
Cowan, D. (1986). Developing a process model of problem recognition . Academy of Management Review, 11, 763-774.
8.
Daft, R.L., & Weick, K.E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9, 284-295.
9.
Dickerson, K.G. (1991). Textiles and Apparel in the international economy . New York, NY: Macmillan.
10.
Dickerson, K., Dalecki, M., & Meyer, M. (1991). A state apparel industry needs assessment: Special concerns for rural economies. Clothing and Textile Research Journal, 9(2), 37-44.
11.
Dillman, D.A. (1978). Mail and telephone surveys: The total design method . New York: Wiley-Interscience.
12.
Downey, H.K., Heillriegel, D., & Slocum, J.W. (1977). Individual characteristics as sources of perceived uncertainty variation. Human Relations, 30, 161-174.
13.
Drizen, R. (1987, April). Cal's a sport. Apparel Industry Magazine, pp. 48-51.
14.
Dutton, J., & Duncan, R.B. (1987). The creation of momentum for change through the process of strategic issue diagnosis. Strategic Management Journal, 8, 279-295.
15.
Ernst & Whinney. (1988, August). The QR advantage . Apparel Industry Magazine, pp. 94-102.
16.
Ernst & Young. (1990). Quick Response survey of textile and apparel industries. Charlotte, NC: Author.
17.
Forza, C., & Vinelli, A. (1996). An analytical scheme for the change of the apparel design process towards quick response. International Journal of Clothing Science and Technology, 8(4), 28-43.
18.
Frings, G. (1994). Fashion: From concept to consumer. Englewood Cliffs, NJ: Prentice Hall.
19.
Gillease, P.G. (1988, January). On the fast track. Bobbin , pp. 44-56.
Huber, G., O'Connell, M., & Cummings, L. (1975). Perceived environmental uncertainty: Effects of information and structure. Academy of Management Journal, 17, 56-68.
23.
Hulin, C., & Roznowski, M. (1985). Organizational technologies: Effects on organizations' characteristics and individuals' responses. In Goodman, P. S. & Sproull, L. S. (Eds.), Technology and organization (p. 3). San Francisco: Jossey-Bass .
24.
Hunter, N. (1990). Quick Response in apparel manufacturing. Textile Institute, Manchester.
25.
Jarrow, J., Guerreiro, M., & Judelle, B. (1987). Inside the fashion business. New York: Macmillan.
26.
Johnson, J. (1983). Issues management: What are the issues. Business Quarterly, 48, 22-31.
27.
Johnson, N. (1996). Answering the tough QR questions. Bobbin, 37(7), 58-59.
28.
Kiesler, S., & Sproull, L. (1982). Managerial responses to changing environments: Perspectives on problem sensing from social cognition. Administrative Science Quarterly,27, 548-570.
29.
Kincade, D.H. (1989). The morphology of Quick Response strategies for apparel industry. Dissertation Abstracts International, 50, 6A. (University Microfilm No. 89-2127-8).
30.
Kincade, D.H. (1995). Quick Response management system for the apparel industry: Definition through technologies. Clothing and Textiles Research Journal, 13, 245-251.
31.
Kincade, D.H., & Cassill, N.L. (1993). Company demographics as an influence on adoption of Quick Response by North Carolina apparel manufacturers; Clothing and Textiles Research Journal, 11, 23-30.
32.
Kincade, D., Cassill, N., & Williamson, N. (1993). Quick Response management system: Structure and component technologies. Journal of Textiles Institute, 84, 147-155.
33.
Kitchell, S. (1995) Corporate culture, environmental adaptation, and innovative adoption: A qualitative/quantitative approach. Journal of the Academy of Marketing Science, 23(3), 195-205.
34.
Ko, E. (1993). A study of relationships between organizational characteristics and QR adoption in the U.S. apparel industry. Masters Abstracts International, 31, 1529. (University Microfilm No. 1352460).
35.
Kokuryo, J. (1992). The impact of retailing industry's EDIbased Quick Response systems on vendor logistics operations. Dissertation Abstracts International, 53, 2873A. (University Microfilm No. 92-3716-3).
Kotter, J. (1979). Managing external dependence. Academy of Management Review, 4, 87-92.
38.
Kukalis, S. (1991). Determinants of strategic planning systems in large corporations: A contingency approach. Journal of Management Studies, 28(2), 143-160.
39.
Kurt Salmon Association. (1992). Bridging the Quick Response gap. Randolph, NJ: Author.
40.
Kurt Salmon Association. (1993). Uncovering the keys to Quick Response. Randolph, NJ: Retail Information News.
41.
Lewison, D.M. (1994). Retailing (5th Ed.). New York: Macmillan.
42.
Lin, S., Kincade, D.H., & Warfield, C. (1995). An analysis of sewing systems with a focus on Alabama apparel producers. Clothing and Textiles Research Journal, 13, 30-37.
43.
Little, T. (1988, November). Apparel companies move to install QR standards. Textile World, pp. 63-54.
44.
Little, T. (1990, June). Quick Response 90. American Textiles International, pp. K/A8-10.
45.
Lyles, M., & Mitroff, I. (1980). Organizational problem formulation: An empirical study. Administrative Science Quarterly,25, 102-120.
Meyer, A. (1982). Adapting to environmental jolts. Administrative Science Quarterly, 27, 515-538.
48.
Milliken, F.J. (1990a). Perceiving and interpreting environmental change: An examination of college administrators' interpretation of changing demographics . Academy of Management Journal, 33, 42-63.
49.
Milliken, F.J. (1990b). Three types of uncertainty about the environment: State, effect, and response uncertainty. Academy of Management Review, 12, 133-143.
50.
Office of Technology Assessment. (1987). The U.S. textile and apparel industry: A revolution in progress. Washington, DC: Congress of the United States.
51.
Packard, S., Winters, A., & Axelrod, N. (1983) Fashion buying and merchandising. New York: Fairchild.
52.
Porter, M. (1979). How competitive forces shape strategy. Harvard Business Review, 57, 137-145.
53.
Porter, M. (1980). Competitive strategy. New York : Free Press.
54.
Ramasesh, R., & Jaikumar, M. (1991) Measurement of manufacturing flexibility: A value based approach. Journal of Operation Management, 10(4), 446-467.
55.
Rhyne, L. (1986). The relationship of strategic planning to financial performance. Strategic Management Journal, 7, 423-436.
56.
Rogers, E.M. (1983). Diffusion of Innovation. New York: Free Press.
57.
Solinger, J. (1988). Apparel manufacturing handbook. Columbia, SC: Bobbin Media Corp.
58.
Staples, N. (1993). Job design of pattern makers in apparel manufacturing . Clothing and Textiles Research Journal, 11(2), 7-15.
59.
Sullivan, P.C. (1990). A study of the adoption of Quick Response in the United States apparel manufacturing industry. Dissertation Abstracts International, 53, 1321B. (University Microfilm No. 92-2296-7).
60.
Technical Advisory Committee of AAMA. (1987 ). Getting started in Quick Response. In Aama (Ed.), Getting started in Quick Response (Section II). Arlington, VA: Author.
61.
Textiles Apparel Linkage Council (1988). Getting started with piece goods linkage. Arlington, VA : American Apparel Manufacturers Association.
62.
U.S. Bureau of Labor Statistics. (1991). Employment and earnings. Washington, DC: U.S. Department of Commerce.
63.
Voluntary Interindustry Communication Standards ( 1989). Quick Response: A study of costs and benefits to retailers implementing Quick Response. NY: Arthur Andersen & Co.
