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Under new management: The impact of team-based management on performance outcomes for a small student-run apparel retail store

Authors
  • Audrey McMillan (Iowa State University)
  • Emily M.S. Worrall orcid logo (Iowa State University)
  • Megan Lenzi (Iowa State University)
  • Sadie Besch (Iowa State University)
  • Emma Carrel (Iowa State University)
  • Ann Marie Marie Fiore (Iowa State University)
  • Niehm S. Linda (Iowa State University)
  • Te-Lin Chung orcid logo (Iowa State University)
  • Jessica L. Hurst (Iowa State University)

Abstract

This study explores the impact of a team-based management structure on the performance of a small student-run multi-channel apparel retail store and in navigating the challenges faced in the competitive retail landscape. Facing dominance from large e-commerce corporations, small businesses encounter financial constraints and often have an ineffective web presence. The research develops three propositions to quantify small business performance: employee longevity, sales, and customer engagement. Utilizing a Midwest-based student-run store as a case study, the results reveal significant improvements in all metrics after the implementation of a team-based structure. Employee retention increased by over 50%, annual net sales rose by 44%, and social media reach experienced substantial growth. The study concludes that a team-based approach positively influences small business performance, recommending its adoption for enhanced outcomes, along with improved team coordination and cross-functional collaboration. 

Keywords: Team-Based Management, Small Business, Apparel Retailers, Cross-Functional Teams

How to Cite:

McMillan, A., Worrall, E. M., Lenzi, M., Besch, S., Carrel, E., Fiore, A. M., Linda, N. S., Chung, T. & Hurst, J. L., (2024) “Under new management: The impact of team-based management on performance outcomes for a small student-run apparel retail store”, International Textile and Apparel Association Annual Conference Proceedings 80(1). doi: https://doi.org/10.31274/itaa.17538

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Published on
2024-01-27

License

Creative Commons Attribution 4.0