Zara

The fashion apparel industry has significantly evolved, particularly over the last 20 years. The changing dynamics of the fashion industry have forced retailers to desire low cost and flexibility in design, quality, and speed to market, key strategies to maintain a profitable position in the increasingly demanding market. This article reviews the literature on changes that have happened in the fashion apparel industry since the 1990s, highlighting the emergence of a concept of 'throwaway'or fast fashion. It describes fast fashion from a ...

The fashion apparel industry has significantly evolved, particularly over the last 20 years. The changing dynamics of the fashion industry have forced retailers to desire low cost and flexibility in design, quality, and speed to market, key strategies to maintain a profitable position in the increasingly demanding market. This article reviews the literature on changes that have happened in the fashion apparel industry since the 1990s, highlighting the emergence of a concept of 'throwaway' or fast fashion. It describes fast fashion from a supplier as well as a consumer's perspective, and draws attention to several potential research issues.

In this paper, I will look at the ethical implications of the “fast fashion” business model; specifically, human rights and environmental violations committed in the industry. I will first look at the Bangladesh factory collapse, an example of the result of less than acceptable working conditions in factories that manufacture for fast fashion retailers. I will then examine the two most prominent companies in the fast fashion industry: Zara and H&M. In conclusion, I will discuss the future of the fashion industry and consumers’ role in changing it and preventing future environmental repercussions and manufacturing disasters.

This article is an in depth analysis of Zara´s communication system to stablish relationship with the stakeholders. Even though some os them must be unconcious even for the company they get, as a result, a very comprehensive and attractive brand image created through market orientation.

Inditex is the largest fashion distributor and retailer in the world, with eight brands: Zara, Pull&Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home, and Uterque.  The figures around the company are massive, with 7,475 stores present in 96 markets, 49 online markets and directly employing 171,839 people. Inditex has its origins in 1963 as a small family business manufacturing women’s apparel in La Coruña, a small town in Galicia northern Spain. In 1975, Amancio Ortega decided to launch its first brand Zara which is Inditex flagship. Zara was a pioneer in the fast fashion model, completely disrupting the traditional fashion industry. This along with its logistics and efficiency are the keys to Zara’s success.

El grupo Inditex es la primera empresa española especialista en textil. Su modelo se basa en un canal en su totalidad, gracias al control de fabricación y distribución, junto con una logística considerada como una de las más eficaces del mundo. El control de los pedidos y entregas, mediante la aplicación del "just-in-time", está implantado en todas las unidades y departamentos. El control y la rapidez del proceso, diseño-fabricación-distribución, es un aspecto clave de su éxito. La estructura de Zara se compone por una red de 1.500 establecimientos repartidos en 64 países, está presente en las principales ciudades de Europa, Asia y América. El 60% de sus beneficios es de sus tiendas que están fuera de España. Zara reúne toda su producción entre España, Francia y Marruecos, lo que hace que sus costos de producción sean muchos más bajos que los de otras empresas que se trasladan a otros países de oriente para fabricar sus productos. La estrategia utilizada por esta multinacional consiste en tener productos de buena calidad a un bajo precio, su red de logística, en la proximidad de la producción de sus prendas y en la alta rotación de sus productos, los cuales se crean en un plazo de 15 a 20 días y pueden abastecer a sus tiendas a nivel mundial dos veces por semana. ZARA se distingue por un modelo de negocio único en el sector de la distribución minorista de la moda, en el que integra verticalmente a todas las actividades principales de la cadena de valor incluyendo el diseño de los modelos, la producción de las prendas, la logística de entrada y salida, así como las ventas en tiendas propias. Dicho control le proporciona una fortaleza muy importante de rapidez y flexibilidad frente a sus competidores. El resto de los procesos como la confección se subcontratan a cerca de 2000 talleres, externos y propios, de forma que se abaratan muchísimos los costes. Just in time: Una enorme fortaleza es que de esta forma no se almacena la ropa y no se pierde dinero con los inventarios. Si se descubre que un modelo no gusta, se retira y rediseña adaptándolo a los gustos de los consumidores o se desplaza hacia un mercado en el que sí que haya tenido éxito, ósea, produce sólo lo que va a vender a corto plazo y así no arriesga. Otro punto fuerte de la empresa es que la marca ZARA, tiene una alta reputación en todo el mundo lo cual hace que tenga más valor, además, abarca todo el mercado disponible porque lo segmenta, tiene una fuerte presencia en el mercado internacional. Otra ventaja de esta organización es su política de devolución. Hay una gran flexibilidad a la hora de cambiar o devolver un producto por lo que todo son facilidades para los clientes Además de tener una distribución similar y la misma decoración, todas las tiendas de ZARA, se encuentran en excelentes ubicaciones, en las ciudades más importantes y en las zonas más comerciales. Son locales amplios para poder distribuir los productos de forma espaciosa y permitir a los clientes pasear cómodamente por la tienda.

This paper consists of two parts: (1) a review of literature on process and facility design, and process improvement; and (2) a case analysis of the process design and production management philosophies of the Spanish Inditex Group’s Zara, one of the world’s largest vertically integrated fashion manufacturer and retailer.

El Justo a Tiempo o JIT (Just in Time por sus siglas en inglés) es un sistema de producción basado en el manejo de inventarios o stock tendiente a cero;la optimización de las logísticas de entrega de suministros por parte de los proveedores;obtención de eficacia en tiempos y movimientos de operarios y máquinas;todo lo cual redunda en ahorro de recursos y por tanto en mayor productividad para las empresas.

1. Introduction-2. International law, soft law and transnational enterprises responsibilities-3. The Zara case in Brazil: combining mandatory and soft law measures to promote decent work conditions in the supply chain; 3.1. The Case; 3.2. The grounds of the decision: soft law and mandatory provisions combined to assert the duty of care owned by a company to the employers of its suppliers when outsourcing generates abusive work conditions-4. Comparative law issues: Zara case and Chandler v Cape plc [2012] Abstract The new economical context and the so called "Industry 4.0", besides changing social and production logics, brings with it an

Spanish firm Inditex, specially known for its brand Zara, has been listed among the three bigger corporations of fashion industry in world market. It held the second position in profits after the Swedish Hennes & Moritz, and the third one in sale levels after the North American Gap or H&M itself. During last known fiscal year Inditex exported the 60.2% of its output, although the bigger part of its sales (40.6%) were focused in the European Union, excluding the domestic market.

This paper analyzes how the technological innovation improved by the firm contributed to grant a higher level of flexibility to its production and distribution processes and therefore helped to improve its international competitiveness. In the first part the identification of the best competitive advantage of the firm, flexibility and just in time policies, are treated. Associated to these we find knowledge of consumer preferences, vertical integrations from design to the commercialization of final outputs, offer segmentation in several international brands, and heterodox customer fidelization through sophisticated marketing techniques. This last one includes specially the establishment of the called social audits among its suppliers mainly in developing countries but also in developed ones, which monitor the fulfilment of a series of rights regarding workers and customers.

Once competitive advantages are examined, in the second part of the work main technological innovations promoted by the firm are identified. These allowed the firm to improve competitive advantage and promoted it among the leading ones in fashion business of the world market. Among main innovations the ones associated to Information and Communications Technology (ICT or IT) must be emphasized. In this case, commercial and financial information transfers provide the firm with real-time knowledge of its financial highlights. Innovations in the fields of logistics and robotics are also analyzed. Besides this last one, which implies a high investment, the rest of innovations are paradoxically associated with huge cost savings.

The basic information used for the elaboration of this paper comes from official reports on fashion industry in Europe and in Spain, from the Annual Reports of the firm itself and its competitors, and from several interviews with managers of the firm. Porter methodology has been used, as well as his diamond framework for the study of textile sector with the support of later works sharing this perspective.

Zara is a famous Spanish clothing company that uses a brilliant marketing strategy to achieve its business goals. As a result, Zara has become Europe's best-known fashion brand. Amancio Ortea Gaona started the company in 1963. Half a century later, it has become one of the world's fastest growing manufactures in fashion clothing. Currently, there are over 2000 stores in 77 countries including China and India, and the numbers are likely to double in the near future.

Il 28 settembre 1644 una squadra dei Cavalieri di Malta attacca la Carovana di Alessandria al largo dell’isola di Scarpanto, nel mar Egeo. I Cavalieri catturano numerosi prigionieri. Tra di essi, dame del seguito del sultano e un bambino principe del sangue. Durante il rientro, i Cavalieri sostano ripetutamente in territorio veneziano.
L’episodio non sarebbe significativo nel Mediterraneo di metà Seicento. Diventa, però, la scintilla che accende il conflitto, lungo oltre ventiquattro anni, noto come Guerra di Candia. Momento chiave della storia europea perché ridisegna gli equilibri mediterranei. La Dalmazia ne è uno dei centri di gravità.
Nel periodo 1644-49 sulla costa orientale adriatica accadono fatti fondamentali dal punto di vista geostrategico. Quanto accadde allora determina la sorte della regione fino a oggi. Qui emerge il genio di Lunardo Foscolo, il provveditore generale veneziano, che avrebbe potuto imprimere una svolta decisiva alla storia della repubblica Serenissima.
Questo libro racconta quei giorni e quegli eventi.

1644,September 28th, a team of the Knights of Malta attack the Caravan of Alexandria off the island of Scarpanto, in the Aegean Sea. The Knights capture numerous prisoners. Among them, ladies of the following of the sultan and a prince of blood. During the return, the Knights stop repeatedly in Venetian territory.
The episode would not be significant in the mid-seventeenth century Mediterranean. However, it becomes the spark that ignites the conflict, over twenty-four years long, known as the War of Candia. Key moment in European history because it redesigns the Mediterranean balance. Dalmatia is one of its centers of gravity.
In the period 1644-49 on the eastern Adriatic coast, fundamental geostrategic events occurred. What happened then determines the fate of the region to date. Here emerges the genius of Leonardo Foscolo, the Venetian poveditòr generàl, who could have given a decisive turning point to the history of the Serenissima republic.
This book tells about those days and those events.

This paper, in Italian language, in addition to the traditional literature on the field and on the web, is formed from a series of interviews about the exodus of Istria, Fiume and Dalmatia since 1945 by the author. Some stories, especially the female universe and some creative productions on the same subject have been collected by students and teachers of an Institute of Udine in the activities of the Laboratory of History, who has retrieved several photographs, documents, correspondence and other objects of the period examination.

The purpose of this communication project was via online observations to understand whether Facebook can help fast fashion brands to conduct direct marketing. Along with the fashion clothing industry having changed rapidly, fast fashion has become a trend, with fashion consumers demanding cheaper and faster fashion; therefore, fast fashion represents the changing of the fashion industry, as well as fashion consumers changing. On the other hand, more and more people are using social media to contact friends, with Facebook being one of the most popular mediums. Facebook owns over 750 million users and firms have started to use Facebook as a marketing tool. Direct marketing is one of the most important tools within the fashion industry as it focuses on people rather than products.

MONTANER, Alberto, «Zara/Zoraida y la Cava Rumía: Historia, leyenda e invención», en De Cervantes y el islam, ed. N. Martínez de Castilla y R. Gil Benumeya Grimau, Madrid, Sociedad Estatal de Conmemoraciones Culturales, 2006 [ISBN 978-84-96411-18-0], pp. 247-80.

In 1597 Minuccio Minucci (Archbishop of Zara) wrote a letter to the former Venetian Ambassador at the Papal Court, Paolo Paruta, describing his own project for a trade route from the Duchy of Bavaria to Venice, in order to carry to the Most Serene Republic all the grain the Venetians needed. Before examining in details the text of the letter, the author sums up the historical and economic context of the late XVI century grain trade in Venice. After that, he tries to show how the letter written by Minucci is in tune with the political and economical vision of Paolo Paruta (i.e. his interpretation of prudenza as the pragmatic virtue typical of the republican government of Venice).

Nel 1597 Minuccio Minucci, allora Arcivescovo di Zara, scrisse una lettera all’ex Ambasciatore presso la Corte Papale, Paolo Paruta, in cui descriveva il proprio progetto: una tratta commerciale che dal Ducato di Baviera conducesse a Venezia tutto il grano di cui i Veneziani avevano bisogno. Prima di analizzare nel dettaglio il testo della missiva, l’autore riassume il contesto storico-economico dell’approvvigionamento granario nella Venezia del tardo Cinquecento. Dopo l’analisi, egli tenta di mostrare come la lettera minucciana potesse essere in sintonia con il pensiero politico ed economico di Paolo Paruta (per esempio nell’interpretazione della prudenza come virtù pragmatica,tipica del governo repubblicano di Venezia).

Après avoir évoqué le role diplomatique joué par les marchands pisans dans les contrées orientales de la Méditerranée (Adriatique et Empire byzantin), l'auteur examine les traces de ces contacts dans les édifices et leur décor sculpté. Il évoque notamment la façade de la cathédrale de Zadar dont l'aspect exceptionnel pourrait refléter le rayonnement de l'art roman pisan. Par ailleurs, plusieurs reliefs des églises de Pise s'apparentent à l'art byzantin. L'auteur insiste sur le role joué par les individus dans les échanges artistiques et culturels.

Le numerose influenze esercitate dalla cultura pisana nell'ampio bacino mediterraneo durante il Medioevo, così come la presenza a Pisa di una straordinaria quantità di elementi frutto delle imprese belliche e dei traffici marittimi della città, suggeriscono da tempo un quadro complesso che va ricomponendosi progressivamente, offrendo molto più che suggestioni imputabili ad eccezionali presenze. In questo senso dovrà essere considerato il ruolo svolto da uomini di valore non comune nelle numerose missioni diplomatiche e nei rapporti tra Oriente bizantino ed Europa occidentale, ai quali è possibile ascrivere non presunti contatti culturali ma apporti concreti. Oltre le mura, pertanto, non essendo fatta la città solo di pietre, ma di uomini, costruzioni mentali, rapporti sociali. Oltre le mura, tentando di cogliere, nelle soluzioni adottate e negli aspetti materiali, il frutto dei rapporti con l'esterno.

In questo saggio sono illustrati alcuni documenti presenti in Italia, nella speranza che possano essere di stimolo agli studiosi per una ricostruzione organica dell'attività di Giuseppe Praga come bibliotecario, da inquadrarsi nella fervida vita culturale che caratterizzava la città dalmata di Zara prima della Seconda Guerra Mondiale.
Draft of the paper "Giuseppe Praga bibliotecario" published in Atti e Memorie della Società Dalmata di Storia Patria (Roma), 2, 3a serie (vol. XXXV), 2013, pp. 117-151 [ISSN 2281-6348]. Giuseppe Praga was an Italian librarian and scholar, who worked in Zara and (after the Second World War) in Venice.

The fashion apparel industry has significantly evolved, particularly over the last 20 years. The changing dynamics of the fashion industry have forced retailers to desire low cost and flexibility in design, quality, and speed to market, key strategies to maintain a profitable position in the increasingly demanding market. This article reviews the literature on changes that have happened in the fashion apparel industry since the 1990s, highlighting the emergence of a concept of 'throwaway' or fast fashion. It describes fast fashion from a supplier as well as a consumer's perspective, and draws attention to several potential research issues.

Although born globals (BGs) have now been studied for over a decade, theory and practice are still evolving. This article was written to clarify the definition of a Born Global (BG) firm and to describe the three phases—introductory, growth and resource accumulation, and break-out to independent growth as a major player—through which BGs progress. Drawing from empirical evidence, it was found that the risks, resource development, channels/networks and organisational learning of BGs develop during the three phases through which successful BGs pass. However, this process deviates considerably from that followed by traditional internationalising small- and medium-sized enterprises (SMEs). Born Global entrepreneurs and academics can learn much by studying the causes of these differences.

3 Ιρκε μετά ο δόγθσ και τουσ είπε: «Άρχοντεσ, ζχουμε τϊρα χειμϊνα• δεν μποροφμε να περάςουμε πζρα από τθ κάλαςςα• δε φταίω εγϊ γι' αυτό, γιατί κα ςασ είχα περάςει από καιρό τϊρα αν θ αιτία δεν ιςαςταν εςείσ. Ασ το δοφμε όμωσ το πράγμα», είπε ο δόγθσ. «Τπάρχει εδϊ κοντά μια πόλθ που τθ λζνε Ηάρα• οι κάτοικοι τθσ πόλθσ αυτισ μασ ζχουν βλάψει πολφ κι εγϊ και οι άνκρωποί μου κα κζλαμε πολφ να τουσ εκδικθκοφμε αν μποροφςαμε. Κι αν κζλετε να μου δϊςετε πίςτθ, κα πάμε να μείνουμε εκεί αυτό το χειμϊνα μζχρι το Πάςχα και τότε κα ετοιμάςουμε ςτόλο και κα περάςουμε τθ κάλαςςα με τθ βοικεια του Κυρίου Θμϊν. Και θ πόλθ τθσ Ηάρασ είναι πολφ καλι και ξεχειλίηει από όλα τα αγακά». οβζρτοσ του Κλαρί, Θ Κατάκτθςθ τθσ Κωνςταντινοφπολθσ, ελλ. μτφρ. Μ. Λυκοφδθσ, §13. Θ Εκτροπι τθσ Δ' Σταυροφορίασ ςτθ Ηάρα 4 Περιεχόμενα ΠΕΡΙΕΧΟΜΕΝΑ 4 ΕΙΑΓΩΓΗ 6 ΓΕΝΙΚΗ ΕΙΑΓΩΓΗ ΠΕΡΙ ΣΗ ΕΠΟΧΗ 6 ΠΗΓΕ ΠΟΤ ΧΡΗΙΜΟΠΟΙΗΘΗΚΑΝ 8 ΓΟΔΕΦΕΛΔΟΣ ΒΛΛΛΑΔΟΥΛΝΟΣ, Θ ΚΑΣΑΚΣΘΘ ΣΘ ΚΩΝΣΑΝΣΛΝΟΤΠΟΛΘ 8 GUNTHER OF PAIRIS, THE HYSTORIA CONSTANTINOPOLITANA 8 ΟΒΕΤΟΣ ΤΟΥ ΚΛΑΛ, Θ ΚΑΣΑΚΣΘΘ ΣΘ ΚΩΝΣΑΝΣΛΝΟΤΠΟΛΘ 9 Η ΠΟΛΗ ΖΑΡΑ 9 ΣΑ ΒΑΙΚΑ ΠΡΟΩΠΑ 10 ΡΑΡΑΣ ΛΝΝΟΚΕΝΤΛΟΣ Γ' 10 ΒΟΝΛΦΑΤΛΟΣ Ο ΜΟΜΦΕΑΤΛΚΟΣ 10 ΕΛΚΟΣ ΔΑΝΔΟΛΟΣ 10 ΦΛΛΛΡΡΟΣ ΤΘΣ ΣΟΥΑΒΛΑΣ 11 ΑΛΕΞΛΟΣ Δ' ΆΓΓΕΛΟΣ 11 ΣΑ ΓΕΓΟΝΟΣΑ ΣΗ Δ' ΣΑΤΡΟΦΟΡΙΑ 12 Η ΟΡΓΑΝΩΗ ΣΗ Δ' ΣΑΤΡΟΦΟΡΙΑ 12 Ενετικι διπλωματία 12 ΣΗ ΒΕΝΕΣΙΑ 13 Θ ΑΔΥΝΑΜΛΑ ΑΡΟΡΛΘΩΜΘΣ ΤΟΥ ΧΕΟΥΣ 13 ΣΗ ΖΑΡΑ 15 Θ ΑΝΤΛΔΑΣΘ ΤΟΥ ΡΑΡΑ ΚΑΛ Θ ΑΡΑΝΤΘΣΘ ΤΟΥ ΕΛΚΟΥ ΔΑΝΔΟΛΟΥ ΣΕ ΑΥΤΘ 15 ΣΑ ΓΕΓΟΝΟΣΑ ΜΕΣΑ ΣΗΝ ΚΑΣΑΚΣΗΗ ΣΗ ΖΑΡΑ 16 Θ παρουςία του νεαροφ Αλεξίου Αγγζλου 17

The fashion apparel industry has significantly evolved, particularly over the last 20 years. The changing dynamics of the fashion industry have forced retailers to desire low cost and flexibility in design, quality, and speed to market, key strategies to maintain a profitable position in the increasingly demanding market. This article reviews the literature on changes that have happened in the fashion apparel industry since the 1990s, highlighting the emergence of a concept of 'throwaway'or fast fashion. It describes fast fashion from a ...

This research aims to unravel the image of Indonesian TPT Industry and consumer’s evaluation of purchase for global brands using Zara Products as an observation sample in order to devise recommendation for betterment of Indonesian TPT Industry Development as one of leading sector for Indonesian economy. Using the Reasoned Action Approach as a basis, an electronic questionnaire is conducted to the citizens of the United States to gain insight to the general image held by consumers about Indonesia, how consumers’ image of Indonesia might affect the alternative evaluation of consumer’s purchase decision process regarding TPT products, and the impact of Country of Design (COD) and Country of Manufacture (COM) on consumers’ alternative evaluation of fashion brands using Zara as an example. The results show that the respondents view a neutral opinion about Indonesia, hence providing an opportunity for the Indonesian TPT industry to further promote its products.

Strategic cost management has become an essential area now days. While formulating the strategy for the accomplishment of organizational overall objectives, different cost drivers should be clearly identified. Identification of key cost drivers helps companies to focus on key activities that will constitute almost 90% of the total costs. In view of this, the importance of strategic cost management should not be underestimated. This implies that organizations should be installing appropriate framework of strategic cost management to reduce its costs in key areas on which the success of organization is heavily dependent.

With the current global scenario, R&D service providers need to better understand their client needs and come up with what can be called "solution innovation". Corporate solutions and innovations specialise in the delivery of solutions to business problems and opportunities. A company embarking on this type of strategic repositioning needs to establish exactly what kind of solutions it wants to provide and to what extent it will leverage and integrate its own current products and services. This is a critical question, as these companies need to continue to operate effectively in their current business as they attempt transition from their current models of practice towards a new solutions-focused business model. The study is aimed to construct a solutions-focused business model and then examine solution innovation via one case study of representative firm: Zara. This model allows Zara to better identify customers' business problems and for an effective solution to be defined, developed and delivered in the form of a set of integrated products and services. Clearly, key partnerships with technology and service-providers may be necessary to construct an effective solutions-based portfolio. The competence profile of the "solutions" focused company sees a progressive move away from a strong "technical" competence to one that is more balanced with the "integration" and "market/business knowledge" competencies. The effective solutions-providers should add "customer partnering competence" and balance four competencies into a profile. In this environment, it becomes obvious that technological leadership will be quickly displaced by the depth of customer relationships and the cumulative learning curves of a company as key market differentiators of the future.

Vor einigen Jahren weckten einige AutorInnen der Global Labour Studies die Erwartung, dass die Globalisierung des Kapitals und die neuen Möglichkeiten der elektronischen Kommunikation bald zur Hegemonie der Arbeiterklasse führen könnten. Dafür übersahen sie großzügig die politischen Hindernisse, veränderte technische und ökonomische Bedingungen wurden als hinreichend angesehen. Diese optimistische Sicht provozierte den harschen Widerspruch von Michael Burawoy, der statt einer heraufziehenden Hegemonie des Proletariats nur vereinzelte partikulare Widerstände sah, was eine erbitterte Debatte zwischen beiden Seiten hervorrief.

Der Optimismus im Hinblick auf international koordinierten Arbeiterwiderstand angesichts der fortlaufenden Internationalisierung des Kapitals und die ihm folgende Ernüchterung angesichts der Schwierigkeiten einer effektiven transnationalen Vernetzung bilden einen Zyklus im Diskurs, der sich regelmäßig wiederholt. Bereits in den 1970er Jahren gab es eine ähnliche Debatte aus Anlass der Einrichtung der ersten weltweiten Betriebsratsstrukturen in einigen multinationalen Konzernen.

Neben den offiziellen weltweiten Strukturen der Branchenföderationen und der verschiedenen globalen Gewerkschaftsverbände entstanden in den letzten Jahrzenhnten zahlreiche Formen der Kooperation von Arbeitenden über Kontinente hinweg. In dieser Studie werden anhand von vier Beispielen die Organisierungsformen von Arbeiter/innen in Deutschland mit Arbeiter/innen in anderen Ländern vorgestellt. Dies kann keine repräsentative Darstellung sein, da es weniger noch als in anderen Bereichen keine einheitlichen Modelle der transnationalen Organisierung von Arbeiter/innen gibt.

Die Auswahl repräsentiert nichtsdestotrotz «typische» Modelle: Als solche sind die Organisierung innerhalb eines Weltkonzerns (Bayer, Coca-Cola) und die Organisierung in Bezug auf das Produkt (Textilien, Eisenbahn) anzusehen. Bei der konzernbezogenen Organisierung wurde sowohl eine durch oppositionelle Betriebsratslisten (Bayer) als auch eine über einen globalen Gewerkschaftsverband (Coca-Cola) ausgewählt. Die Organisierung bei H&M, Zara und Esprit geht über die Grenzen der traditionellen Branchengewerkschaften hinaus (Textilindustrie und Einzelhandel), orientiert sich aber an den Lieferketten der Konzerne, die die Textilien verkaufen. Der Zusammenschluss von Bahngewerkschaften orientiert sich dagegen an der Bereitstellung derselben Dienstleistung in verschiedenen Ländern: Transport durch Schienenverkehr.

In der Studie werden die mit den jeweils entstandenen  Modellen der Organisierung verbundenen Widersprüche herausgearbeitet, die oft auch in der Branchenstruktur begründet liegen. Anhand der Beispiele wird die Diskussion um einen social movement unionism und um die Organisierung von Arbeiter/innen entlang von Lieferketten sowie um die widersprüchliche Position von Gewerkschaften aufgegriffen und weiter entwickelt.

En la actualidad y como consecuencia de la profundización de los procesos globalizadores, resulta fácilmente constatable la gran influencia que ejercen las empresas y especialmente las corporaciones multinacionales en el conjunto de la vida social, y no solo en el ámbito de lo estrictamente productivo y económico, sino como un verdadero efecto pluridimensional que abarca inclusive el sensible tema de la protección de los derechos humanos.

En este libro se aborda la novedosa temática de las empresas transnacionales y los derechos humanos, para lo cual se explican los fundamentos políticos, económicos y jurídicos de dicha interacción, se exponen casos reales y relevantes relacionados con la protección del medio ambiente, los derechos de las comunidades indígenas y los derechos laborales, y se defiende la necesidad y conveniencia de articular el soft law y hard law como ámbitos regulatorios complementarios en esta materia.

The fashion apparel industry has significantly evolved, particularly over the last 20 years. The changing dynamics of the fashion industry have forced retailers to desire low cost and flexibility in design, quality, and speed to market, key strategies to maintain a profitable position in the increasingly demanding market. This article reviews the literature on changes that have happened in the fashion apparel industry since the 1990s, highlighting the emergence of a concept of 'throwaway' or fast fashion. It describes fast fashion from a supplier as well as a consumer's perspective, and draws attention to several potential research issues.