Why and how do firms reshore? A contingency-based conceptual framework

Amy V. Benstead (), Mark Stevenson () and Linda C. Hendry ()
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Amy V. Benstead: Lancaster University
Mark Stevenson: Lancaster University
Linda C. Hendry: Lancaster University

Operations Management Research, 2017, vol. 10, issue 3, No 1, 85-103

Abstract: Abstract Much of the growing body of reshoring literature has focused on why firms reverse a prior location decision. While valuable, this work needs extending to how the decision to reshore is operationalised. Using a two-stage approach, this paper presents a conceptual framework that covers both why and how firms reshore. The framework also utilises contingency theory to identify the factors that influence these decisions. It is therefore claimed to be more comprehensive than others frameworks found in the literature. First, a systematic literature review deductively develops an initial framework. Second, a revised version of the framework is presented using evidence from a single, exemplar case of captive reshoring in the textiles industry. The case evidence identifies new factors and extends a typology of reshoring decisions proposed in the literature to more accurately reflect the dynamic, complex, and incremental nature of the onshore-offshore-reshore location and ownership decision.

Keywords: Reshoring; Backshoring; Location decisions; Contingency theory; Case study (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (16)

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DOI: 10.1007/s12063-017-0124-5

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