Slow fashion and sustainable entrepreneurship: A case study evaluation of the micro-factory model

Abstract

A growing number of studies in sustainable fashion suggest that small-scale manufacturers have begun to gain momentum as a viable strategy for sustainable apparel development. Some of these smaller organizations have turned to a ‘micro-factory’ model, in which localized, vertically oriented operations allow for more control over the supply chain and development. Others have chosen to focus on ‘slow-fashion’ models, which emphasize value, such as quality over quantity, as the means of achieving sustainable development goals. This article evaluates the case study of an American south-west based micro-factory, which utilizes slow-fashion methodologies, against the current literature. This study aims to see if the micro-factory framework is a viable alternative business strategy of sustainable entrepreneurship that could be incorporated into the fashion design curriculum. The case study documentation, a blend of interviews and observations, was guided by Brush’s model (1992) of female entrepreneurship. The data analysis identified opportunities and challenges in practising the micro-factory model in women’s performance apparel clothing through a slow-fashion model. Based on this research, the authors propose the framework of the micro-factory as one alternative to meet the needs of apparel design product development. This research indicates successful approaches to sustainable design and production and tertiary elements involved in sustainability, such as mental health and financial well-being, identified as benefits of the slow-fashion approach.