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Sustainable Practices and Consumer Loyalty in the UK Fast Fashion Sector: An Empirical Examination

Author(s) Samia Sarfraz, Muhammad Burdbar Khan, Mirza Muhammad Kazim Raza
Country United Kingdom
Abstract The fast fashion sector in the United Kingdom has become emblematic of the tension between rapid product turnover, affordability, and mounting calls for sustainability. While existing scholarship has mapped consumer awareness and attitudes toward sustainable fashion, empirical evidence linking specific sustainability practices to enduring brand loyalty remains underdeveloped. This study addresses this gap by examining how environmental and social sustainability initiatives shape consumer loyalty in the UK fast fashion industry, grounded in the Theory of Planned Behavior and Stakeholder Theory. Methodologically, a cross-sectional survey of 100 UK fast fashion consumers was conducted, using a structured questionnaire analyzed through SPSS. Correlation analysis revealed strong positive relationships between sustainability practices and loyalty, with environmental initiatives yielding r = 0.688 and social practices r = 0.717 (p < 0.001). Regression results further demonstrated that environmental sustainability explained 47.3% of loyalty variance (R² = 0.473), while social practices accounted for 51.4% (R² = 0.514), confirming their superior predictive capacity. Among individual practices, ethical labor commitments emerged as the strongest loyalty driver, followed by carbon reduction and recycling. The study contributes theoretically by extending TPB and Stakeholder Theory into loyalty dynamics and provides practical insights for managers and policymakers to prioritize fairness-driven strategies while embedding ecological responsibility. Limitations of cross-sectional design and avenues for longitudinal and cross-national studies are acknowledged.
Keywords Fast Fashion, Sustainability, Consumer Loyalty, Social Responsibility, Environmental Practices, UK Market
Field Business Administration
Published In Volume 7, Issue 1, January 2026
Published On 2026-01-26
DOI https://doi.org/10.70528/IJLRP.v7.i1.1885
Short DOI https://doi.org/hbmh26
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