Relevant bibliographies by topics / Fashion management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Fashion management'

Author: Grafiati
Published: 4 June 2021
Last updated: 27 April 2022

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Journal articles on the topic "Fashion management"

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Abrahamson, Eric. "MANAGEMENT FASHION." Academy of Management Review 21, no. 1 (January 1996): 254–85. http://dx.doi.org/10.5465/amr.1996.9602161572.

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Abrahamson, Eric. "Management Fashion." Academy of Management Review 21, no. 1 (January 1996): 254. http://dx.doi.org/10.2307/258636.

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Benders, Jos, and Kees Van Veen. "What's in a Fashion? Interpretative Viability and Management Fashions." Organization 8, no. 1 (February 2001): 33–53. http://dx.doi.org/10.1177/135050840181003.

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Swan, Jacky. "Reply to Clark: the Fashion of Management Fashion." Organization 11, no. 2 (May 2004): 307–13. http://dx.doi.org/10.1177/1350508404030382.

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Odintsov, A. A., and O. V. Odintsova. "About Tools for Management of Fashion and Fashion Communication." RUDN Journal of Psychology and Pedagogics 15, no. 4 (2018): 446–57. http://dx.doi.org/10.22363/2313-1683-2018-15-4-446-457.

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Clark, Timothy. "The Fashion of Management Fashion: a Surge Too Far?" Organization 11, no. 2 (May 2004): 297–306. http://dx.doi.org/10.1177/1350508404030659.

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Kudina, Alevtyna. "Brand management system of fashion-industry enterprises." Marketing and Digital Technologies 5, no. 1 (March 14, 2021): 113–25. http://dx.doi.org/10.15276/mdt.5.1.2021.7.

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Aim of the article. The purpose of the article is to reveal the system of brand management implementation in fashion companies and to develop a plan to create a brand management department in such companies. Analyses results. The style and basic principles of brand management should be based on the company's activities and technologies that should be used in brand management and communication strategy with the target audience. Based on this information, we have a functional structure for the implementation of brand management in the company, as well as areas of responsibility of the company's employees working in this area. Brand management is a comprehensive regular management of building and improving the brand, which is carried out at all stages of its development. To effectively manage a company's brand, it is necessary to determine the core value of a particular brand and broadcast it to the target audience. If a brand is a set of values and attributes, then branding is a specific step that a company takes to express its individuality. Branding is how a company manages the perception of a brand by consumers. Brand management can be considered in three directions: a) scientific basis - a system of scientific knowledge that includes the theoretical basis and methodological practice of the world's leading companies in the field of brand management and branding; b) corporate brand management - reflects the corporate vision of the company's mission, its culture and management style. An important area of corporate brand management is the development of corporate identification programs, which achieve the company's recognition in the market, provides a high level of consumer awareness of brands and develops customer loyalty; c) the process of brand management (branding) - aimed at developing the appropriate personality. Branding includes several basic areas, namely: organizational component (formation of a team, unit and consolidation of functions under the relevant management); market research; development of the brand concept; lanning of marketing programs for brand development; organization and marketing activities management. Based on the specifics of the scope of activities of companies engaged in fashion, and the functionality needed to implement brand management in this type of enterprise, recommendations were developed for the structure of the brand management department in companies and areas of responsibility of employees, their tasks and responsibilities. The flows and sources of information, the process of its processing and the mechanisms of interaction of responsible persons within the department responsible for the brand management process are considered. Conclusions and directions for further research. Drawing conclusions, we can say the following. Creating a strong brand and implementing brand management in the company is now a necessity for any company. And in order for brand management and its promotion on the market to be successful, the company must create an appropriate organizational structure based on the specific goals of the company and the tasks set before the brand. The formation of the structure of the brand management department of the organization directly depends on the scope of the company, its scale, the characteristics of the target audience of the brand, the need for physical outlets or the company's focus on work in e-commerce. The article presents developments on the typical structuring of the brand management department at enterprises operating in the fashion industry. Depending on the factors listed above, the structure can be adapted to the needs of a company in this area. It should also be noted that with the development of technology and the emergence of new channels of communication, such a structure will be constantly changing, adapting to modern realities. Keywords: brand management, branding, enterprises, fashion industry
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Hislop, Donald. "Knowledge management as an ephemeral management fashion?" Journal of Knowledge Management 14, no. 6 (October 26, 2010): 779–90. http://dx.doi.org/10.1108/13673271011084853.

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Conrnelissen, Joep P., and Andrew R. Lock. "Theoretical Concept or Management Fashion?" Journal of Advertising Research 40, no. 5 (September 2000): 7–15. http://dx.doi.org/10.2501/jar-40-5-7-15.

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Clark, Timothy, and David Greatbatch. "Management Fashion as Image-Spectacle." Management Communication Quarterly 17, no. 3 (February 2004): 396–424. http://dx.doi.org/10.1177/0893318903257979.

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Dissertations / Theses on the topic "Fashion management"

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EKBLAD, HELENA, and JOHANNA BLOM. "Returns Management : Within Fashion eCommerce." Thesis, Högskolan i Borås, Institutionen Textilhögskolan, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-20158.

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Eftersom dagens kund är krävande och medveten om vad hon eller han vill ha är det viktigare än någonsin att verkligen förstå vad kunden verkligen efterfrågar. Ett företags returhantering kan därför ha avgörande betydelse då det gäller att samla in rätt information ifrån kunden med målet att minska framtida returer. Ett företags sätt att arbeta med returhantering är avgörande, detta är speciellt sant för företag inom e-handeln. Dessa företag kommer alltid att ha en viss retur nivå eftersom deras kunder använder sina hem som provrum eftersom det är svårt för kunderna att veta om plagget kommer att passa och motsvara deras förväntningar. Det är dock viktigt att jobba för att ha en så låg returandel som möjligt, för att också kunna ha nöjda kunder. Målet är att vara proaktiv och undvika returer. Detta är något som bör göras både långsiktigt och kortsiktigt i hela försörjningskedjan. Kundförståelse spelar också en stor roll i returhanteringen. Rätt information ska samlas in från kunderna, så att företaget kan bilda sig en uppfattning om kundernas behov och önskningar. Genom att skapa returkoder som ger en mer exakt bild av returanledningen kan denna information sedan användas i produktutvecklingen med målet att minimera framtida returer. Hänsyn behöver också tas till andra områden när man arbetar med att undvika returer. Kunden behöver till exempel få en klar bild av vad han eller hon köper, därför är det viktigt att produkten beskrivs på ett tydligt och lättförståelig vis. Det är också viktigt att måttlistor och måttinstruktioner är lätta att förstå och relatera till, så att kunden får möjligheten att välja rätt storlek. När man arbetar på ett bra sätt inom alla dessa områden kan man nå en högre avkastning genom ökad lojalitet från kunder och färre returer.

As today’s customer is demanding and knows what he or she wants, it is more important than ever to really understand the customer’s true demand or need. A company’s returns management can therefore be crucial in order to gather the right information from the customer so that future returns can be minimized. A company’s work with returns management is very important, especially for companies within eCommerce. These types of companies will always have a certain level of returns, because the fact that the customers use their own homes as changing rooms. It is hard for the customer to know if the product will fit them and correspond to their expectations. It is although important to try to have as low return level as possible in order to have satisfied customers. The aim is to be proactive and avoid returns before they occur. This avoidance has to be considered both in short and long term ways within the whole supply chain.Consumer insight also plays an important role within returns management. It is here the right information should be collected from the customers in order to understand their wants and needs. By designing return codes that give a more precise picture of the return reason companies like Halens can use this information in the development process in order to minimize the risk for future returns.Also other areas within the business can be taken into consideration when working with returns avoidance. The customer needs to get a clear picture of what they actually are buying and therefore it is also important to describe the products in a clear and lucid way. It is also important to make measurement lists and instructions easy to understand and relate to, in order to give the customer the ability to choose the right size.When working efficiently within all these areas higher profit can be gained though increased customer loyalty and decreased returns.

Program: Magisterutbildning i Applied Textile Management

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Arvaniti, Christiana. "Risk management in emerging fashion markets." Thesis, Manchester Metropolitan University, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.538325.

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Apparel retailers operating in global markets need to consider all kind of risks associated with their expansion strategies. Emerging markets present a unique profile of risks including geopolitical, regulatory, financial, currency and governance. Companies operating in emerging markets must protect their investment and develop safeguards against risks. This can be achieved through an understanding of the country's requirements for business and by tailoring their supply chain strategies to meet the unique needs of each market. The European integration allows countries with emerging and developing economies to offer opportunities for business growth and high returns. However, as they conceal greater risk than mature markets, a coherent strategy is necessary with strong communication links within the supply chain and an effective risk management framework is needed. Through the initial literature review it was hypothesised that countries at different stages of beconing emerging markets would present different levels of risks for fashion apparel firms. The meaning of risk within the business environment is evaluated and the tools that organisations have developed according to companies' risk appetite. A deductive qualitative approach to this research employs case studies of three Eastern European Countries - Hungary, Czech Republic and Greece and four fashion retailers - Esprit, Mango, H&M and Zara. Risks, uncertainties and disruptions that the companies had reported were connected with the risks identified in the selected markets. Twelve models were developed in order to test the hypothesis and satisfy the objectives. The models were based on the impact of, and the frequency of the risks identified by measuring the risk factors of Political, Economical, Social, Technological, Legal, Environmental and Supply Chain (PESTLE). First of all, the evaluation of the risk factors in each set of companies and countries was presented by creating a generic model showing the different levels of risk and following with an identification of risks concealed in each country for each company. On the basis of risks and uncertainties, each of the selected companies presented information regarding risks according to its nature and its risk appetite. The generic model was developed using IRM, COSO and ONDD frameworks. The risk factors were measured qualitatively and were determined by multiplying the impact and the likelihood presented in additional tables, and expressed as ratios. The results of this study do not show significant differences in the examined risk areas as it was expected. However, Greece presented a slightly riskier character than Hungary and Czech Republic which are still developing. This can easily be seen in the models
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Hansson, Maria. "What impact has a fast fashion strategy on fashion companies´ supply chain management?" Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-16570.

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This study shows that the supply chain management of a company                                    using the fast fashion strategy is where the company combines their traditional supply chain with the modern demand driven Quick Response and Agile supply chain. In theory so far fast fashion is described only in terms of demand driven supply chain management however according to this research the fast fashion strategy is shown to be applied by fashion companies characterized by a mix of the traditional and modern demand driven supply chain.
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Godhania, Sonal Arjun. "Fast fashion : the dynamic capabilities underlying project management in the UK fashion industry SMEs." Thesis, University of Bedfordshire, 2015. http://hdl.handle.net/10547/608324.

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The UK Fashion Industry (FI) is both volatile and fast-changing. Notably, the clothing and jewellery industry contributes £16 billion annually to the UK’s revenues. However, small and medium-sized (SMEs) fashion companies are stressed to survive the harsh global competition. The companies have to manage their routine projects, thinking constantly about keeping their market position and how to develop further in their industry. Thus, the FI requires an in-depth understanding of the success factors to survive in this competitive marketplace. A detailed literature review has been conducted to discover the background of the FI and also to understand the basic requirements of daily operations and strategies used for development and growth. As there is not much empirical study available in the area of FI, a qualitative exploratory study has been chosen as the research methodology for this particular research. A multiple case studies approach was chosen to cover eight case studies located in Leicester, Luton and London. The study is interpretative and social constructionism is its philosophical approach; and hence, the context of the study has to be interpreted in its own ethnographical setting, why and how participants construct the meaning of project management (PM). This data triangulation provided the study qualitative credibility of the findings. The data analysis found four main themes, comprising fifteen sub-themes. ‘PM capabilities’ is the most important theme for completing the daily routine operations; these are also highly utilised in the UK FI SMEs. ‘Sensing new opportunities’ is the second important theme for advancing further; these are utilised by SMEs to remain up-to-date with the market environment. ‘Manufacturing capabilities’ is the third theme found helping SMEs with their routine manufacturing base in the UK: how they extended their trade through manufacturing. ‘Jewellery industry (JI) capabilities’ is the fourth theme helping the JI to outsource and deal with trust and relations in their trade. The study contributes to the UK FI SMEs by suggesting Dynamic Project Management (DPM) approaches specific to each industry, namely, the clothing, jewellery and designer industries. Research findings also suggest that new dynamic strategies need to be sensed, adopted and learned for the development and survival of these SMEs. The benchmarking tool, provided through status categories, will guide any company in the FI to compare its progress and take steps for further development. PM tools and techniques suggested for use by these FI SMEs will also help them with further improvement in project operations.
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Herbst, Kendall. "How technology is disrupting fashion." Thesis, Massachusetts Institute of Technology, 2013. http://hdl.handle.net/1721.1/80999.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2013.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 41-42).
This thesis analyzes how the fashion industry has begun to leverage technology to increase branding, improve products, drive sales and experiment with new business models. Overall, the fashion industry has been slow to embrace technology, but in the past ten years that pattern has changed. Fashion/tech startups emerge daily, undercutting monopolies and influencing the way people shop and connect to brands. Meanwhile, established retailers are in search of ways to connect to the digital customer and looking for new, innovative partnerships. However, both startups and established companies have had mixed results in incorporating technology. After examining what tactics has been successful and what paths has failed, the recommendation for retail executives is to use technology to facilitate customer needs vs. attempt to create them. When there is a consumer-based "pull" effect, the resulting fashion product tends to resonate with shoppers. However, when brands or entrepreneurs attempt to inject or "push" technology into fashion simply because the capability is there now, the product fails to gain early traction.
by Kendall Herbst.
M.B.A.
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Hagelberg, L. (Laura). "Consumers’ attitudes towards fashion and the effect of digitalization on their fashion consumption." Master's thesis, University of Oulu, 2017. http://urn.fi/URN:NBN:fi:oulu-201711083064.

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Consumption is a process of consumers selecting and using goods and services. It is influenced by external elements such as cultural, social and economic factors, but also a consumer’s own internal preferences, values and motivation. In the past decades, rapidly accelerated globalization and technological evolvements, among other major changes in societies, have developed the overall consumer behavior. In this thesis consumption is considered especially from the point of view of fashion. The thesis examines the attitudes and meanings consumers have towards fashion and how the developing digitalization effects on their fashion experience. In this thesis, fashion consuming is pictured as an ongoing process which is triggered by all the time developing new trends. The fashion experience is seen highly affected by digital solutions. As a theoretical framework, there is used a modified version of EKB decision model. The empirical research of this thesis is conducted with a qualitative research method and all together seven Finnish consumers were interviewed. Fashion has evolved along consumption and today it takes a large portion of the topic. Fashion is more than just a clothing as it represents a sociological phenomenon which concerns several consumers. Over the last centuries and decades fashion has transformed from slowly changing dresses into fast phased garments. From today’s fashion types, fast fashion stands as the most purchased one, however, due to its bad quality and unethicality, it is also the most unvalued. The meaning of fashion depends on the interest consumers have towards it. In this thesis, three types of fashion consumers were considered; 1) fashion forerunners, 2) fashion followers and 3) consumers with no interest in fashion. In the research all the mentioned fashion consumers are represented. The major differences between these fashion consumers were the extent fashion was followed and the frequency new clothing was purchased. Digitalization is a big part of fashion consumers’ everyday lives. Online shopping has become beside the traditional brick-and-mortar shopping, and it has grown its popularity. The most valued benefit of online shopping is convenience, whereas brick-and-mortar stores offer face-to-face service and physicality. Digitalization overall has changed the fashion shopping experience but it also effects on consumers’ way to follow fashion, which has turned into more social media centered.
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RYBALOWSKI, TATIANA MESSER. "DIFFERENTIATED FASHION PRODUCT MANAGEMENT: HANDICRAFT MEETS APPAREL INDUSTRY." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2008. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=13059@1.

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Dentre as diferentes formas que a moda tem para se manifestar, uma das mais expressivas é a indústria de vestuário. A despeito de sua essência mutável que busca constantemente a novidade, o produto de moda não tem conseguido ser diferente a ponto de revelar sua identidade através de seus atributos físicos. A partir da percepção de certa homogeneização do produto de moda, este trabalho busca trazer subsídios ao desenvolvimento de produtos diferenciados de moda através da criação de atributos físicos que reforcem a identidade do produto. Dentre vários recursos que podem ser utilizados, podem-se destacar os processos que inserem o artesanal na confecção industrial, resultando em peças únicas e construindo um contraponto ao excesso de industrialização, impessoalidade e repetição de modelos produzidos em escala unicamente industrial. Como uma ferramenta estratégica para a manutenção da competitividade através da diferenciação, a Gestão de Design utiliza as competências, conhecimentos e experiências da empresa a fim de possibilitar a contínua reinvenção de produtos e processos que coloquem a empresa numa posição de destaque no mercado.
Apparel is one of fashion`s most expressive resources, and yet, in spite of its ever changing nature, the fashion product has not managed to achieve differentiation in a way that makes its physical attributes reveal its identity. Departing from a perception of a growing homogenization of fashion products, this study brings some insights for the development of differentiated fashion products through the use of physical attributes that reinforce a product`s identity. Among the several strategies to achieve this aim, we may emphasize the processes that promote the merging of handicraft production and apparel industry, thus yielding unique items and disrupting the pattern of excessively industrialized, repetitive and impersonal products. As a strategic tool to maintain competitive advantage through differentiation, Design Management exploits a company`s competence, knowledge and experience to continuously reinvent products and processes to achieve competitive positioning.
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Backlund, Björke Andreas. "Waves of fashion : The consuming production of management control." Doctoral thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-12707.

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The responsiveness of organizational leaders regarding suggestions related to various managerial techniques has led to the coinage of the ‘management fashion’ idiom. It has been convincingly argued that phenomena like management control systems are prone to trends, and that such trends permeate into the daily life of managers through the use of persuasive rhetoric. This thesis is a theory-generating study of change in management control systems. More precisely, its purpose is to seek an understanding of how fashions within the field of management control emerge through processes of interaction and co-production. By asking the question “how do the forces involved in the shaping of a market for management control systems interact and combine in order to create management fashions?” the thesis seeks to generate a comprehensive conjecture on the management fashion setting process. The thesis is based on an empirical case study completed with extensive literature readings. In order to generate theory, a methodology based on abductive reasoning has been produced. Theoretically, the thesis borrows from micro sociological theory on imitation and co-production but extends also into such fields as psychology, aesthetics, rhetoric and economics; aside from the obvious management control and management accounting themes. The thesis concludes by producing a comprehensive model of the management fashion setting process. The contribution of the thesis can be understood as either providing an alternative to or completing the dominant interpretation of the phenomena. The main difference between the arrived at suggestion and the prevailing interpretation is the role of the actors which is changed from norm following consumers of fashion to creative producers of fashion. This change represents a change in scientific traditions and necessitates the adoption of additional frames of reference when studying management fashion phenomena.
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Purvis, Laura. "Agile supply chain management in the UK fashion sector." Thesis, Edinburgh Napier University, 2010. http://researchrepository.napier.ac.uk/Output/3839.

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Abstract More demanding customers and the globalisation of both markets and production have led to companies nowadays facing a highly volatile and uncertain environment. In this environment, the ability to react to environmental uncertainty is key for competitiveness. Long lead times and high levels of stock have higher and higher risks associated with and, as a result, producing just-in-time to customer specifications has become the key to succeeding in the market place. Efficient supply chains often become uncompetitive because they don't adapt to changes in the structures of markets. In this context, the area of agile supply chain management has gained increasing attention over the past few decades. It focuses on increasing the speed and flexibility of a network of interconnected businesses involved in the ultimate provision of product and service packages required by end customers. If extensive research has been previously conducted on various aspects of agility, the majority of previous studies focus on consumer acceptance of the strategy and not on operational issues. Building on this weakness, this thesis aims to construct a framework of agile supply chain management practices and, through two case studies, investigate the interactions between its components. The UK fashion sector was chosen as the focus of this research, due to its high levels of demand volatility. It also presents a set of challenges, as the high levels of globalization that characterises the sector and the complexity of the supply networks operated by fashion retailers, have previously been identified as barriers to responsiveness. The thesis' main findings are threefold. First, due to the fact that traditional supply chains are either too complex and cost-laden to distribute low-cost products effectively or too asset-intensive and inflexible to quickly harness and deploy innovation, companies need to build ‘fit-for-purpose' supply chain networks. This involves configuring supply networks in a tailored fashion to deliver innovation and responsiveness for premium brands and high efficiency for mass value products. Second, through high levels of process integration companies should accelerate the innovation process so that new products and promotions can be introduced into stores more cheaply and quickly. They should also reinvent the value chain by reconfiguring operations to radically cut costs and proactively meet customer demands. Third, to enable high levels of agility in a global sourcing context through rapid supply systems reconfiguration, new supply chain structures and actors, such as trade agents / intermediaries, need to be involved.
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Song, Hyunjoon. "The Scandinavian Cooperative Advantage of Fashion : A Study of Swedish Fashion Brands." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-315259.

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In recent years the fashion industry has experienced a high frequency of famous Creative Directors departing the companies for unknown reasons. The same problem does not seem to occur in the Scandinavian fashion industry. This study’s purpose is to explore why Scandinavia does not experience the same problem, contribute a deeper understanding of the leader-designer relationship in the Swedish fashion industry, and to examine how the Scandinavian Cooperative Advantage is applicable in the Swedish fashion industry. Three case studies were conducted at the Swedish fashion companies TRIWA, Baron and Weriseg where both leaders and designers were interviewed. The findings showed that the leaders view their designers as an essential part of the organisation but how they are prioritised depend on the situation. Further more, this study indicates that all of the studied companies have a stakeholder approach, uses a value creating strategy based on cooperation with their stakeholders, are aligned with a typical Swedish organizational culture, and has a Swedish Management Style. Thus this study indicates that the notion of Scandinavian Cooperative Advantage is applicable at the Swedish fashion industry and that this might be a factor for their success.
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Books on the topic "Fashion management"

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. Fashion Management. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5.

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Rüling, Charles-Clemens. Management Fashion Adoption. Wiesbaden: Deutscher Universitätsverlag, 2002. http://dx.doi.org/10.1007/978-3-663-10707-1.

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Thind, Ranjit. Strategic Fashion Management. Abingdon, Oxon ; New York, NY : Routledge, 2018. |: Routledge, 2017. http://dx.doi.org/10.4324/9781315160344.

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Choi, Tsan-Ming, and Bin Shen, eds. Luxury Fashion Retail Management. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-2976-9.

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Choi, Tsan-Ming, and T. C. Edwin Cheng, eds. Sustainable Fashion Supply Chain Management. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-12703-3.

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Bos, Renae ten. Fashion and utopia in management thinking. Amsterdam: John Benjamins Pub., 2000.

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David, Shaw, ed. Mastering fashion buying and merchandising management. Basingstoke: Palgrave, 2001.

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Saviolo, Stefania. Strategic management in the fashion companies. Milan: Etas, 2002.

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Wang, Dr Yi. Fashion Supply Chain and Logistics Management. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315466538.

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Fashion Brands. London: Kogan Page Publishers, 2009.

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Book chapters on the topic "Fashion management"

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "Fashion Futures." In Fashion Management, 299–320. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_15.

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "Fashion Marketing." In Fashion Management, 42–57. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_3.

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Hameide, Kaled K. "Understanding Management." In Managing Fashion, 1–48. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781351106856-1.

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "Fashion Brand Management." In Fashion Management, 104–29. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_6.

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "Managing Fashion Responsibly." In Fashion Management, 232–55. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_12.

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "Fashion Marketing Communications." In Fashion Management, 130–53. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_7.

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "Introducing a Strategic Approach to Fashion Management." In Fashion Management, 2–17. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_1.

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "Analysing quantitative data." In Fashion Management, 194–211. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_10.

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "Presenting the research results." In Fashion Management, 212–31. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_11.

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "Managing Risk in Fashion." In Fashion Management, 256–75. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_13.

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Conference papers on the topic "Fashion management"

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Zhao, Lunan, and Shui Jin. "A Comparative Research Between Fashion Magazines and Fashion Network Media." In 2nd International Conference on Education Technology and Economic Management (ICETEM 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icetem-17.2017.54.

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Chun, Eunha, and Eunju Ko. "THE ROLE OF FASHION LEADERS ON THE FASHION SOCIAL PLATFORM: IMPLICATIONS OF KNOWLEDGE SHARING IN THE KOREAN FASHION INDUSTRY." In Bridging Asia and the World: Globalization of Marketing & Management Theory and Practice. Global Alliance of Marketing & Management Associations, 2014. http://dx.doi.org/10.15444/gmc2014.09.01.04.

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Preiholt, Håkan, and Nishant Kumar. "INNOVATIVE PRACTICES IN FASHION COMPANIES: EXAMPLE OF THREE SWEDISH FASHION FIRMS." In Bridging Asia and the World: Global Platform for Interface between Marketing and Management. Global Alliance of Marketing & Management Associations, 2016. http://dx.doi.org/10.15444/gmc2016.11.03.04.

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Guo, Haiyan. "About the fashion show music." In 2015 International Conference on Education, Management, Information and Medicine. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/emim-15.2015.121.

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Li, Chenggang. "Intelligent Enabling Fashion Supply Chain Management Innovation." In 2020 International Conference on Modern Education and Information Management (ICMEIM). IEEE, 2020. http://dx.doi.org/10.1109/icmeim51375.2020.00119.

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Xu, Shubo. "Symbolic consumption fashion culture Perspective." In International Conference on Education, Management and Computing Technology (ICEMCT-16). Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemct-16.2016.134.

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"Knowledge Assets and Competitiveness in Fashion Industries." In 20th European Conference on Knowledge Management. ACPI, 2019. http://dx.doi.org/10.34190/km.19.091.

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Luo Wang, Xiaogang Liu, and Bin Shen. "Re-design innovation services in fashion supply chain: Motivated by an online fashion marketplace." In 2016 13th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2016. http://dx.doi.org/10.1109/icsssm.2016.7538667.

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"An iPad Order Management System for Fashion Trade." In Special Session on Business Apps. SciTePress - Science and and Technology Publications, 2013. http://dx.doi.org/10.5220/0004501305190526.

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Cao, Yumin, Jing Wang, and Huaming Peng. "Dunhuang Caisson Patterns in Fashion Design." In 2015 International Conference on Social Science, Education Management and Sports Education. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/ssemse-15.2015.446.

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Reports on the topic "Fashion management"

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Zhao, Li. Using a Case Method to Teach Luxury Fashion Management. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1535.

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Park, Suyoun, and Jinsook Hwang. Effect of One Person Fashion/Beauty Media Use on Media Attitude and Appearance Management. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1707.

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Magie, Anna A., and Deborah D. Young. Experiential Learning and Service Activities for University Students: Development of the Fashion Earth Project to Foster Leadership and Management Skills through Volunteerism. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1537.

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Magie, Anna A., and Deborah D. Young. Service Learning for University Students: Convergence of Fashion Coursework and Community Service to Develop Leadership and Management Skills Through the Planet Style Project. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-82.

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Magie, Anna A., and Deborah D. Young. Building Bookstore Displays: A Collaboration Between University Fashion Students and Campus Bookstore to Develop Merchandising, Management, and Leadership Skills Through the Development of Visual Displays. Ames: Iowa State University, Digital Repository, 2017. http://dx.doi.org/10.31274/itaa_proceedings-180814-1839.

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DeVault, Travis L., Bradley F. Blackwell, Jerrold L. Belant, and Michael J. Begier. Wildlife at Airports. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, February 2017. http://dx.doi.org/10.32747/2017.7210104.ws.

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Abstract:
Collisions between aircraft and wildlife (wildlife strikes) are common occurrences across the developed world. Wildlife strikes are not only numerous, but also costly. Estimates suggest that wildlife strikes cost the civil aviation industry in the U.S. up to $625 million annually, and nearly 500 people have been killed in wildlife strikes worldwide. Most wildlife strikes occur in the airport environment: 72 percent of all strikes occur when the aircraft is ≤500 ft (152 m) above ground level, and 41 percent of strikes occur when the aircraft is on the ground during landing or takeoff. Thus, management efforts to reduce wildlife hazards are focused at the airport. There are many techniques used to reduce wildlife hazards at airports, and these usually work best when used in an integrative fashion. Here, we discuss the available data on wildlife strikes with aircraft, summarize legal considerations, explain why wildlife are attracted to airports and how to identify important wildlife attractants, describe commonly-used tools and techniques for reducing wildlife hazards at airports, and explain how airports can enlist the help of professional wildlife biologists to manage wildlife hazards.
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Fast Fashion Retailing – Transforming Operations Management. IEDP Ideas for Leaders, August 2013. http://dx.doi.org/10.13007/198.

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