When does the manufacturing reshoring strategy create value?

Antonios Karatzas, Alessandro Ancarani, Luciano Fratocchi, Cristina Di Stefano, Jan Godsell

Research output: Contribution to journalArticlepeer-review

13 Citations (Scopus)


Reshoring has gained a lot of attention recently by academics and practitioners alike, and is promising to become even more relevant in the aftermath of the COVID-19 pandemic. Building on earlier research on the effects of reshoring announcements on the short-term market value of the firm, this work employs an event-study methodology and aims to understand under which circumstances the market perceives reshoring as potentially more (or less) value-creating. The analysis of a sample of 64 reshoring instances from 2005 to 2019, announced by 54 firms from eight developed economies, suggests that investors are more confident in the firm's future cash-flow potential when: a) it invests in productive activities at home, instead of overseas, i.e. ‘kept-from-offshoring’ (as opposed to actual relocations of activities, i.e. ‘back-reshoring’); b) the reshoring instance is communicated as a ‘plan’ (rather than a fixed ‘decision’); c) no state- or government-induced financial incentives are involved; d) the motivations are primarily ‘cost-efficiency seeking’ (rather than ‘customer perceived value seeking’).
Original languageEnglish
Article number100771
JournalJournal of Purchasing and Supply Management
Issue number3
Early online date26 Apr 2022
Publication statusPublished - Jun 2022

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