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The purpose of this study is to understand the specific reasons why developed countries could easily start implementing innovative alternative fuel vehicles (e.g. electric vehicles or EVs) while the implementation in developing countries looks so far-fetched, with respect to infrastructure and downstream activities, and suggest the steps that can be taken to effectively address these issues.

This research undertakes case study – Tesla (USA), Mahindra and Mahindra (India) and Tata Motors to bring out the problems being faced by manufacturers from developing countries vis-a-vis the developed countries. The consumers’ side has been adequately represented though an in-depth survey. An analysis is also carried out as to how Tesla has accrued competitive leverage by innovating and vertical integration of up as well as downstream systems.

EV infrastructure remains grossly inadequate in developing countries like India. Two key areas that remain significantly unexplored are the installation of charging stations at parking lots and at the housing clusters and lack of competitive leverage in the services, processes and other downstream systems due to limited research and development capabilities. The performance metrics of domestic EVs lag those of conventional vehicles as well as foreign competitors like Tesla. Range anxiety is ranked as number one in the major concerns among the potential mass buyers of electric vehicles in India.

The value of the paper lies in an in-depth analysis of the relationship between horizontal and vertical perspectives as well as the impact of the product eco-system innovation on both the upstream as well as downstream nodes in the supply chain. Whereas the consumer attitudes and perspectives on e-mobility are inferred from a survey, the impact analysis matrix is used for analyzing the competitive leverage of Tesla through several features in the upstream, downstream and servitization.

This paper aims to study Nissan's “go‐global” strategy. It aims to understand the various imperatives that a company needs to operate at multiple locations, how it chooses among various locations and how it goes about implementing the expansion plan considering a specific case of Nissan.

Based on primarily secondary research i.e. literature review, news articles and official disclosure by Nissan etc.

After the analysis, it has been found that company has not used same policy across all the countries. The strategy adopted in each country is driven by the external environment as well as customer requirement. However, on the whole, company primarily believes in having a local partner and direct technology transfer.

Being a secondary research based paper, the authenticity is subject to the source from which it has been obtained

This paper helps to understand the real time strategy implemented by Nissan to make global mark. This paper deals specifically with emerging markets reiterating the importance of the same. It can act as guideline to understand the factors to be considered while deciding to go global. In addition to that, it recommends the likely future strategy that Nissan can implement in sync with its existing strategy.

This article would act as a guide to understand the key factor influencing the strategies and understand various dos and don'ts of going global.

The case collates secondary data pertaining to Maruti’s current position, Nexa, the premium retail sales channel of Maruti, and recent developments in the Indian automobile industry. It presents the facts and data published on websites, newspapers and magazines in the form of a case study.

Nexa was launched by Maruti in 2015 to enhance the buying experience of its premium customers and to re-position itself as a premium brand. It started offering customized services to car purchasers through its well-trained employees, attractive store environment and omni channel experience. Through all these facilities, though Nexa had a bumpy ride for selling its first product, it managed to pace up and perform better in the next few years. It remained to be seen how Maruti would handle competitor and cost challenges and how it would strategize its efforts to strengthen its footprint in the Indian automotive industry.

This case can be used in retail management, sales and distribution management, marketing management and related courses/modules at the master’s level.

This study aims to develop and empirically examine a model that investigates the mediating role of technology development capability (TDC) on the relationship between customer focus (CF) and technology leadership (TL).

The analysis and interpretation of a partial least square model include the following two stages: the first stage focuses on assessing the reliability and validity of the measurement model, while the second pertains to evaluating the structural model.

The general understanding prevailing in practice and literature is that management sponsorship (MS) has a positive impact on the relationship between CF and TDC. It is also generally understood that MS has a positive impact on TL initiatives. However, the findings of this study contradict these assumptions. Specifically, the study indicates that MS has a negative moderating effect on CF and technology development capabilities, and has no impact on CF and TL relationships.

CF, TDC and MS, and their interplay and impact in enhancing firms’ TL position, have not been explored thus far in an integrated manner in the context of the automobile industry in developing countries. The research relating to CF, technology development capabilities, technology innovation capabilities, MS and TL reported in the literature has drawn inferences from case studies, anecdotal evidence and experiences of industry leaders, experts and consultants. This study attempts to fill the gaps mentioned above by presenting and testing a new moderated mediation model that shows the relationship between CF, TDC, MS and TL.

The purpose of this study is to examine the serial mediating mechanism between self-leadership and employee creativity through organizational commitment and work engagement. Drawing on the self-determination theory and broaden and build theory, this study investigates the indirect effect of self-leadership on employee creativity through organizational commitment and work engagement.

The relationships were investigated using PROCESS macro for SPSS. Data were collected from 324 employees working in the Indian automobile industry. Structural equation modelling was used to evaluate the model fit of the measurement model.

The results of the study revealed that self-leadership impacts employee creativity. Further, the findings showed that both organizational commitment and work engagement individually mediate the relationship between self-leadership and employee creativity. The key finding of this research was the partial serial mediation of organizational commitment and work engagement in the relationship between self-leadership and employee creativity.

This is one of the primary studies that examined the serial mediating effect of organizational commitment and work engagement in the relationship between self-leadership and employee creativity. This study contributes to the existing literature on self-leadership and employee creativity by evincing the mediating mechanism of organizational commitment and work engagement.

Lean manufacturing (LM) principles are one of the alternatives to improve manufacturing productivity, quality and customer satisfaction in Indian manufacturing industry. The purpose of this paper is to find the implementation status of LM principles across Indian manufacturing organizations through the empirical survey methodology.

The survey questionnaire was developed based upon literature review conducted on LM and also considered experts suggestion in the field of LM. The survey questionnaire was sent to 753 manufacturing organization located in India. The respondent organization details have gathered from the list of Confederation of Indian Industries directory for the year 2011.The selected respondents were production managers, quality managers, sales managers, maintenance managers, CEOs of the organization. The empirical survey collected 180 filled survey questionnaires from Indian manufacturing industries.

The study clearly identified that many manufacturing organizations were in initial transition stage and concentrating mostly in-plant operations instead of collaboration in all levels of business with suppliers and customers. The present study found that drivers for implementation of LM were customer satisfaction and organizational continuous improvement program. The present study also found that barriers to implement LM principles were employee resistance, implementing few elements of LM principles instead of the complete package of LM framework, budget constraints and lack of understanding of LM principles to shop floor managers. Finally the study concluded that Indian manufacturing organizations have to conduct continuous learning programmed to improve understanding of LM principles as well as to maintain their motivation level in apex point. The study also suggested that a systematic LM framework is needs to Indian manufacturing organizations, which will act as clear cut guiding torch to the organization managers to implement LM principles across organization.

The sample size of the present study was moderate number than previous studies. However the study only concentrated on manufacturing organizations across India. The results of the present study cannot generalize across all the sectors of Indian organizations.

The concept of LM was very popular among developed and developing countries in the world. Many research studies were performed across world to find the status of LM implementation in their countries. Very few research studies reported the status of LM implementation in Indian manufacturing industries and those studies also with limited focus of the status of LM implementation. Hence the study presented details status of LM principles implementation in Indian manufacturing industries.

The purpose of this paper is to report a pilot study on lean awareness and implementation using the survey data collected from about 32 industries situated in western and eastern region of India.

A survey instrument containing 45 statements was designed to assess respondents’ attitude and awareness toward lean practices and to explore the level of lean implementation in the organization. The instrument was distributed personally or through mail to the employees of 32 industries and they were supported for any query about the questions. Descriptive statistical analysis, hierarchical cluster analysis and ANOVA were used to analyze the data with SPSS statistical software.

The research uncovers the fact that the current status of lean implementation and awareness in Indian industries is not so encouraging and the reason for that is, the human-related issues are not tackled properly. Quality and process technology, are the two key areas where industries are indicating inadequate efforts and poor insight.

The study conducted was limited to 32 industries situated in the eastern and western region of India. The data collected for few industries rely on only one respondent.

The study identifies the lean implementation status based on nine lean assessment key areas and uncovers the major roadblocks for lean practices in Indian industries. It provides key insights to lean practicing industries and lean practitioner about the major barriers and key areas for the improvement.

The paper reports comprehensive insights on current awareness and implementation of lean manufacturing (LM) in India. It also highlights the initiatives taken by Government of India to increase the competitiveness of the Indian industries, specifically of manufacturing sector, through the adoption of LM techniques. This would provide a platform for carrying out a detailed research in LM in Indian context.

Manufacturing companies are increasingly using green smart production (GSM) as a tactic to boost productivity since it has a number of advantages over conventional manufacturing methods. It costs a lot of money and takes a lot of work to create an SMS since it combines a lot of different technologies, including automation, data exchanges, cyber-physical systems (CPS), artificial intelligence, the Internet of things (IoT) and semi-autonomous industrial systems. Green smart manufacturing (GSM) activities provide the foundation for creating ecologically friendly and green products. However, there are a number of other significant barriers obstacles to GSM deployment. As a result, removing this identification of these hurdles in a systematic manner should be a top focus of this study.

This article seeks to identify and prioritize the nine barriers based on research and expert viewpoints on GSM challenges. The analytical hierarchy process (AHP) is used to prioritize the barriers.

The result depicts that, financial constraints is the most important barrier that followed by scarcity of dedicated suppliers, concern to data security lack of understanding of the surroundings, inadequate top management commitment, proper handling of data interfaces lack of support by government, employees' lack of training, concern to data security lack of environment knowledge, fear of change/resistance and constraints of technology.

The current research will help the manufacturing industry in Industry 4.0 to identify potential barriers to GSM implementation.

Green manufacturing (GM) entails the implementation of renewable production methods and eco-friendly procedures in manufacturing businesses. This study helps manufacturers come up with recycling and creative products, and manufacturers can give back to the environment by protecting natural areas by getting rid of the obstacles that get in the way.

The purpose of this study is to address supplier evaluation and selection in a constrained environment of advance purchasing. The study presents the potential solutions to supplier evaluation and selection issues in the Indian automobile sector where advance purchases are carried out to fulfill the supply chain demand.

Based on the literature review and expert elicitation, nine major factors which are responsible for the successful implementation of supplier selection in a constrained environment of advance purchasing are identified. This paper explores supplier selection in constrained environment issues based on an integrated method based on Shannon entropy, analytic hierarchy process (AHP) techniques and failure mode effects analysis (FMEA).

Analysis of the results of the study suggests that traditional suppliers are not suitable in advance purchasing scenarios; hence, criteria developed in this paper to accommodate the requirement of advance purchasing with possible risk considerations are of high importance. This research paper is an original attempt to develop supplier selection criteria for advance purchasing with special identification of deliverability, flexibility, innovation and productivity factors through a case demonstration.

This study uses data from secondary sources, literature reviews and expert opinions. It formalizes the important factors of successful supplier selection in the constrained environment of advance purchasing in the automotive industry context.

The paper shows how the engagement of suppliers through advance purchasing helps automotive companies in developing a competitive advantage. The integrated approach of Shannon entropy, AHP techniques and FMEA is an effective and useful method that can be applied to the supplier selection process.

The proposed FMEA-AHP method integrated with Shannon entropy used for evaluation represents a useful tool to embrace the suitable functioning tactics for efficient supplier selection. The study is unique as supplier evaluation and selection in a constrained environment of advance purchasing is not investigated much and has good industry applicability.

Sustainable consumption and production (SCP) assist managers to improve their operational efficiency while aiming at reducing the generation of waste. The purpose of this paper is to construct a structural model of the SCP practices in a supply chain context.

The work is based on the experience of supply chain professionals, a case study and literature review related to SCP. The present work recommends an assessment framework by prioritizing the SCP oriented practices using best-worst method.

The current work is an effort to understand the significance of SCP practices and to reveal their level of influence in developing a sustainable culture in value chains. Data for this work are derived from an automotive company operating in India. Findings reveal that the “resource efficiency” acquires the highest rank and “sharing assets” acquires the last lank among all SCP practices.

It is difficult to finalize the SCP practices. This work uses the expert’s approach for this. In this way, the process needs to be conducted very carefully.

This research can assist automotive managers and practitioners in efficiently utilizing their companies’ resources, which would result in superior business effectiveness by generating higher employment opportunities in value chains.

Efforts have been made to contribute in the identification and analysis of SCP oriented practices. The developed structural model will help in understanding the ranking of practices.