330 Wirtschaft
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This chapter provides an overview of the gender aspects that are relevant to Talent Management, acknowledging gender as a social construction of the purportedly adequate behaviors and traits exhibited by males and females as the result of education and socialization processes. It discusses gendered perspectives and the needs of current and future key players, such as work–family balance and dual-career challenges, because they influence the decisions of talent to join, remain with, or leave organizations. The chapter focuses on well-qualified female professionals who are willing to invest in themselves and value their significant involvement in their work. By applying a gender lens, it addresses a gap in the Talent Management discussion and aims to contribute to the development of Talent Management on both the theoretical and practical level. If Talent Mangement systematically includes employees in mid- and late career and enables them to learn throughout their careers, it will expand its target groups.
Over the past decade, the proliferation of entrepreneurial ventures and small firms with sustainable business models have pushed the sustainability agenda in the fashion industry. Despite prominent success stories, these companies often encounter significant operative challenges that hinder growth or even cause business failure. This paper adopts a qualitative research design and uses data gathered during 18 expert interviews with entrepreneurs and executive managers of 18 firms from 13 countries to identify and explore the dominant challenges that micro- and small-sized sustainable fashion companies struggle with. The results indicate that communicating with consumers is perceived as surprisingly difficult, especially because sustainable brands need to justify higher prices and explain the added benefits of their products. Second, resource constraints lead to operative friction and overburdening of the decision makers and their small management teams. Third, sustainable sourcing and production processes are economically difficult in an industry that continues to occupy a mass and low-cost logic. Against the background of these insights, a range of managerial recommendations are developed and contextualized in the framework of the Business Model Canvas. This novel approach makes the suggestions which are rooted in the resource-based view actionable and supports sustainable businesses to better manage their operations and achieve growth. For example, collaborative approaches with different stakeholders may mitigate constraints across all three identified problem areas.