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Heading Home? Reshoring and Sustainability Connectedness from a Home‐Country Consumer Perspective

  • Alvina Gillani*
  • , Smirti Kutaula
  • , Pawan S. Budhwar
  • *Corresponding author for this work
  • Surrey Business School, University of Surrey Guildford GU2 7XH UK
  • Kingston Business School, Kingston University Kingston upon Thames KT2 7LB UK

Research output: Contribution to journalArticlepeer-review

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Abstract

Abstract: Extensive globalisation has presented several sustainability challenges highlighted in the United Nation's Sustainable Development Goals. These include the environmental impact of global product procurement and manufacturing and the irregular treatment of indigenous workers in developing countries. Thus, reshoring, defined as a firm's voluntary strategy to partially or totally relocate production to the home country, is gaining traction. However, most research on reshoring focuses on firms, leaving the consumers’ perspective under‐researched. Here, we examine British consumers’ perspectives on reshoring to the UK and sustainability. By employing the theoretical lens of connectedness, anchored in attachment theory, we conducted 30 in‐depth interviews using projective techniques and analysed the data using the constant comparison method. We found that consumers not only positively viewed their connectedness with the concept of reshoring from a sustainability perspective, but also appraised it from a global perspective, demonstrating empathy towards the host country. Further, they doubted corporations’ motives regarding reshoring. Three theoretical dimensions emerged based on consumers’ connectedness with reshoring and sustainability, specifically, supporting reshoring conditionally, inclusive reshoring, and doubting reshoring.
Original languageEnglish
JournalBritish Journal of Management
Early online date5 Oct 2022
DOIs
Publication statusE-pub ahead of print - 5 Oct 2022

Bibliographical note

© 2022 The Authors. British Journal of Management published by John Wiley & Sons Ltd on behalf of British Academy of Management.

This is an open access article under the terms of the Creative Commons Attribution License (CC-BY).

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