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1 – 10 of 31Pratima Verma, R.R.K. Sharma, Vimal Kumar, Sung Chi Hsu and Kuei-Kuei Lai
The paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been…
Abstract
Purpose
The paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been considered as organizational variables. The study also aims to shed light on the implementation horizontal strategy in conglomerates.
Design/methodology/approach
A survey was carried out with 122 conglomerate firms for examination. These companies were chosen to be of different sizes and sectors. The multiple regression analysis was utilized to analyze the data.
Findings
The results reveal that conglomerate firms also have a horizontal strategy. Additionally, organizational cultural dimensions namely, collectivism, clan culture, market culture and long-term orientation; formal and informal relationship; and horizontal organization structure (HOS) have positive and significant relationship with horizontal strategy. No significant relationship was found between uncertainty avoidance and adhocracy culture, and horizontal strategy.
Research limitations/implications
The major contributions of this study are explicitly identified as horizontal strategy exists in the conglomerate firms where the few organizational variables play a significant role in horizontal strategy implementation.
Originality/value
This study has been done in an effort to make supporting guidelines to fill the gaps in conglomerate firms. This study offers an effective role of cultural dimensions and structure as drivers of horizontal strategy implementation, and this study spells out and extends the literature and proposes a conceptual framework.
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Rohit Raj, Arpit Singh, Vimal Kumar and Pratima Verma
Recent technological advancements, often linked to Industry 4.0, require organizations to be more agile and innovative. Blockchain technology (BT) holds immense potential in…
Abstract
Purpose
Recent technological advancements, often linked to Industry 4.0, require organizations to be more agile and innovative. Blockchain technology (BT) holds immense potential in driving organizations to achieve efficiency and transparency in supply chains. However, there exist some insurmountable challenges associated with the adoption of BT in organizational supply chains (SC). This paper attempts to categorically identify and systematize the most influential challenges in the implementation of BT in SC.
Design/methodology/approach
This study resorts to an extensive literature review and consultations with experts in the field of supply chain management (SCM), information technology and academia to identify, categorize and prioritize the major challenges using VlseKriterijumska Optimizacija I Kompromisno Resenje (VIKOR) and Combined Compromise Solution method (CoCoSo).
Findings
The top three classes of challenges revealed in this study are privacy challenges (PC), infrastructure challenges (IC) and transparency challenges (TC). Maintaining a balance between data openness and secrecy and rectification of incorrect/erroneous input are the top two challenges in the PC category, integration of BT with sustainable practices and ensuring legitimacy are the top two challenges in the IC category, and proper and correct information sharing in organizations was the top most challenge in the TC category.
Originality/value
Future scholars and industry professionals will be guided by the importance of the challenges identified in this study to develop an economical and logical approach for integrating BT to increase the efficiency and outcome of supply chains across several industrial sectors.
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Ankesh Mittal, Sandeep Sachan, Vimal Kumar, Sachit Vardhan, Pratima Verma, Mahender Singh Kaswan and Jose Arturo Garza-Reyes
Quality 4.0 represents the integration of quality management principles with digital technologies to drive continuous improvement and innovation in organizations. The purpose of…
Abstract
Purpose
Quality 4.0 represents the integration of quality management principles with digital technologies to drive continuous improvement and innovation in organizations. The purpose of this paper is to explore the essential organizational variables (OVs) for the successful implementation of Quality 4.0 in the Indian furniture industry.
Design/methodology/approach
Through a broad literature review, data from the Indian furniture industry and experts’ judgments a list of nineteen OVs have been recognized and classified into four major categories of digitalization, design, continuous improvement and employee training and up-skilling. The analytic hierarchy process (AHP) has been used to give comparative importance and prioritize the identified nineteen OVs of Quality 4.0 in the context of the Indian furniture industry.
Findings
The results of this study reveal that the identified variables are very important for successful Quality 4.0 implementation and have been supported by empirical evidence from the Indian furniture industry. The variable “automation” under the digitalization-related category is a significant variable having a maximum weightage of 26.8% followed by Cloud computing (DI4) having a global weight of 12.8%.
Research limitations/implications
In addition to offering valuable insights and practical recommendations, the study recognizes a few limitations, such as industry-specific and the limited sample size. To diminish these limitations, future research should believe in conducting similar studies in different industries and extend the scope of the study.
Originality/value
Quality 4.0 is a term that refers to the integration of advanced digital technologies and smart data analytics into quality management systems to implement it considering OVs.
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Arpit Singh, Vimal Kumar, Ankesh Mittal and Pratima Verma
This study aims to set out to identify and evaluate potential obstacles to successfully implementing lean construction (LC) as a result.
Abstract
Purpose
This study aims to set out to identify and evaluate potential obstacles to successfully implementing lean construction (LC) as a result.
Design/methodology/approach
Several indicators were recognized as major obstacles following an exhaustive assessment of the literature and a multicriteria decision analysis based on the analytic hierarchy process (AHP) of information obtained from a questionnaire survey that was directed to practitioners in the Indian construction industry.
Findings
The results of this AHP model suggest that “Managerial” and “Inadequate resources” categories with a priority weight of “0.361” and “0.309” have the highest levels of influence, respectively, while “Inadequate knowledge” and “just in time (JIT)” categories with a priority weight of “0.053” and “0.034” have the lowest levels of influence, respectively.
Research limitations/implications
Construction companies can use the study’s findings as a guide to determine whether they are ready to embrace LC, learn more about the components needed for implementation or investigate any challenges that may arise. These businesses can then create plans to promote the adoption and application of the lean philosophy.
Originality/value
The Indian construction industry may see great success with LC management initiatives. LC concepts have been adopted by many nations, but during the past 20 years, there has only appeared to be a limited amount of lean implementation in the Indian construction industry. It seems that several structural and cultural barriers are preventing its effective implementation. Organizations will not be able to determine what improvement efforts are required, where these efforts should be directed or which initiatives could provide the best outcomes if they are unaware of the elements that influence the effective implementation of LC.
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Vimal Kumar, Pratima Verma, Sachin Kumar Mangla, Atul Mishra, Dababrata Chowdhary, Chi Hsu Sung and Kuei Kuei Lai
The paper aims to identify key human and operational focused barriers to the implementation of Total Quality Management (TQM). It develops a comprehensive structural relationship…
Abstract
Purpose
The paper aims to identify key human and operational focused barriers to the implementation of Total Quality Management (TQM). It develops a comprehensive structural relationship between various barriers to successfully implement TQM for sustainability in Indian organizations.
Design/methodology/approach
With the help of expert opinions and extant literature review, we identified the case of TQM failure companies and barriers to implement TQM effectively. Interpretive Structural Modeling (ISM) and fuzzy MICMAC techniques are employed to develop a structural model and the identified barriers are categorized based on their dependence and driving power in the various categories.
Findings
From the intensive case analysis, we identify fourteen barriers that constrain the successful implementation of TQM. The findings also provide a hierarchy of barriers in which the absence of top management involvement and ineffective leadership are the human barriers having the highest dependence.
Research limitations/implications
The critical inputs show the implementation of TQM in the firms being more proactive and well prepared in the selected five companies. The study's emphasis on barriers will help organizations in implementing TQM for better sustainability in an organizational context.
Originality/value
In the successful implementation of TQM, barriers need to be identified because failure has often eliminated the organizations from the market. Thus, TQM is the source of strength to achieve higher productivity, profitability, and sustainable business performance. The barriers must be identified to improve organizational performance to contribute to sustainable development.
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Ankesh Mittal, Vimal Kumar, Pratima Verma and Arpit Singh
The study aims to identify organizational variables of quality 4.0 for an Indian manufacturing company in the case of digital transformation. Furthermore, the organization…
Abstract
Purpose
The study aims to identify organizational variables of quality 4.0 for an Indian manufacturing company in the case of digital transformation. Furthermore, the organization enhances its quality 4.0 performances to its success based on the degree of relevance of these variables, insight into these variables and sub-factors to prioritize them.
Design/methodology/approach
Initially, two rounds of the survey were conducted with 11 decision-makers from the company made to receive organizational variables scores and prioritize the factors and sub-factors. Analytic Hierarchy Process (AHP) based research methodology has been proposed to assign the criterion weights and prioritize the identified variables.
Findings
The results of this AHP model demonstrate that “Committed Leadership” is recognized as the top positioned variable and most significant organizational variable, followed by Collaboration and Quality culture, which are developed at the next level. These essential organizational variables with their sub-categories' priorities are identified as contributing attributes.
Research limitations/implications
The findings facilitate quality 4.0 in the digitalization era, which take into contemplating the current state of the business. Furthermore, the understanding of variables provides insightful guidance to analyze, solve complex problems and assess the efficacy of quality 4.0 in digital transformation.
Originality/value
The novelty of this study is to pinpoint, and evaluate the responsible organizational variables and prioritize them that lead to high productivity and competitive advantage considering the AHP method.
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Vimal Kumar, Pratima Verma, Ajay Jha, Kuei-Kuei Lai and Manh-Hoang Do
This research presents a study on the supply chain process of an Indian apparel industry considering various parameters involved. The study aims to identify the main parameters to…
Abstract
Purpose
This research presents a study on the supply chain process of an Indian apparel industry considering various parameters involved. The study aims to identify the main parameters to improve the supply chain process and develop a comprehensive structural relationship to rank them to streamline the apparel supply chain process and business environment.
Design/methodology/approach
The team of five experts from this apparel industry was made to give scores to multiple parameters. The TOPSIS (Technique for Order of Preference by Similarity to Ideal Solution) technique is used to develop the model for eleven key parameters and then rank them.
Findings
Based on the data analysis the planning, customer and warehouse storage have emerged as top three key parameters while the non-replenishment approach, push and pull strategy and manufacturing of the product are identified as the bottom three parameters from a hierarchy level. These parameters have been ranked based on their contributing attributes in this apparel supply chain process.
Research limitations/implications
The study provides an overall ranking of parameters and the implications are in the direction of helping the industry to improve its supply chain performances rather than focus only on productivity. Further, the key parameters are identified as critical inputs and show that the firms are being more proactive and well prepared comprised of the industry.
Originality/value
The study indicates that the key parameters are identified by this apparel brand to improve its supply chain process. The key supply chain process involves planning, manufacturing, distribution, end customer and returns logistics of the goods, etc. So, this research also provides the focused parameters on the supply chain performance received by end customer from the supplier and rank them for effectiveness and improve their overall organizational performance. It also provides a critical observation of their supply chain process improvement which includes different brand uses, strategies and approaches.
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Vimal Kumar, Pratima Verma, Ankesh Mittal, Juan Alfredo Tuesta Panduro, Sumanjeet Singh, Minakshi Paliwal and Nagendra Kumar Sharma
This study aims to identify how ICT appeared as an emergent business strategy and to investigate the impact of ICT adoption factors on the perceived benefits of micro, small and…
Abstract
Purpose
This study aims to identify how ICT appeared as an emergent business strategy and to investigate the impact of ICT adoption factors on the perceived benefits of micro, small and medium enterprises (MSMEs).
Design/methodology/approach
A total of 393 responses from Indian small and mid-size enterprises (SMEs) were collected for the final analysis. The study presents the partial least-squares structural equation modeling with the Chi-square test and descriptive analysis as a methodology based on numerous independent variables and one dependent variable.
Findings
The findings indicate that ICT adoption during and following the COVID-19 pandemic is constant in nature of the enterprise. Moreover, the results indicate that different adoption of ICT factors influence on perceived benefits of organizational performance of Indian MSMEs that lent good support except for the regulatory framework.
Research limitations/implications
The implications of the current research help Indian MSMEs to take investment decisions in various technologies that help the organization. Furthermore, managers and practitioners help the organization in deciding which technology adoption factors are more critical to the betterment of the organization.
Originality/value
The study found certain ICT adoption factors that have a significant role in organizational performance in Indian MSMEs. Moreover, during COVID-19, investigate ICTs' role as a business strategy.
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Vimal Kumar, Pratima Verma, Tsz-Chun So, Arpit Singh and Ali Al Owad
This study aims to identify key supply chain challenges and opportunities of the case of Hong Kong toy manufacturing company during the COVID-19 outbreak and develop a…
Abstract
Purpose
This study aims to identify key supply chain challenges and opportunities of the case of Hong Kong toy manufacturing company during the COVID-19 outbreak and develop a comprehensive structural relationship to rank them.
Design/methodology/approach
In this study, a toy model company in Hong Kong is considered to discuss about what challenges and opportunities have the biggest impacts on non-necessary goods companies and how to deal with different impacts on entire supply chain flow disruption during COVID-19. A semi-structured interview with five decision-makers from the company was made to give key challenges and opportunities scores. The Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) technique is used to establish the model and rank them afterward to overcome the challenges.
Findings
From the data analysis and results, “salary of employee” and “inconvenient transportation” have emerged as top and bottom key challenges respectively. The sequence of organized challenges in the list needs to mitigate one by one in this order to improve the supply chain performance. The “client's orders’ frequency, customer management” and “supplier/partner relationship management” are identified as the top and bottom respectively to develop the opportunities.
Research limitations/implications
These key challenges and opportunities are identified as contributing attributes and provide the way to measure to improve production, profits and sustainable growth of the toy manufacturing company during a pandemic. Moreover, it helps to improve the distribution level and good planning with appropriate decision making to manage the supply chain performance considering humanitarian aspects during a pandemic outbreak.
Originality/value
The novelty of this study is to identify the key supply chain challenges and opportunities measured by the TOPSIS method to rank them and consider the case of a Hong Kong toy manufacturing company as a case-based approach to measuring its performance during the COVID-19 outbreak.
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Vimal Kumar, R.R.K. Sharma, Pratima Verma, Kuei-Kuei Lai and Yu-Hsin Chang
Culture is considered as one of the variables that influence the total quality management (TQM) adoption process. The purpose of this paper is to explore the relationship between…
Abstract
Purpose
Culture is considered as one of the variables that influence the total quality management (TQM) adoption process. The purpose of this paper is to explore the relationship between cultural dimensions and the strategy of the firms in TQM implementation. These relationships are the subject of prior research. Furthermore, the authors make a comparative analysis of cultural dimensions on strategic choices of the firms, i.e. innovators, prospectors and defenders in TQM implementation.
Design/methodology/approach
From the existing literature review on TQM practices and organizational culture, 14 cultural dimensions were employed with organizational strategy in this present study. By using survey data collection method, 111 Indian firms were selected. The authors considered three strategy parameters and six structural attributes to identify the strategy of the firms, namely innovators, prospectors and defenders identified using cluster analysis. Furthermore, the relationship between organizational culture and strategy was examined using one-way ANOVA approach.
Findings
The results of the study revealed that eleven of the fourteen hypotheses supported which relating the cultural dimensions to TQM implementation with the strategic orientation. With the help of significant related values of cultural dimensions to the particular strategic firms, it is also found that implementation of TQM is easy or not. Some of the organizations with a particular strategic orientation will be able to implement TQM easily and successfully but some organizations will have difficulty to implement it successfully.
Practical implications
The firms hold their importance with respect to the different strategic orientation toward the various aspects of organizational cultures and TQM approaches in its implementation. Managerially, due to increased business competitiveness and economic pressures, top management sees the way in adopting TQM practices to achieve a competitive advantage. Apparently, it is evident that matching of TQM practices for a different strategy of the firms with various cultural dimensions leads to the smooth functioning of the organization. This study helps to the current organizations in implementing TQM with their respective culture.
Originality/value
This research can be useful for three strategic firms, namely innovators, prospectors and defenders to achieve effective implementation of TQM practices with consideration and understanding of the advantage of each culture dimension. The framework of the current study represents the effectiveness in assessing the TQM practices in individual cultural dimensions and its significant role.
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