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Understanding a lack of strategy execution research, especially a lack of execution frameworks, the purpose of this paper is to focus on building a model of one of the most classic aspects of effective strategy execution, i.e. alignment. The proposed framework of alignment demonstrates linkages among different factors of alignment and suggests a managerial action plan to successfully convert strategic goals into execution performance.

This study develops an empirically tested framework of “alignment” that can be used to plan effective strategy execution. The research context of the study is the firms operating in the infrastructure sector of India. A multi-method approach, combining qualitative and quantitative techniques, has been adopted with emphasis on the interpretation of the framework to suggest managerial actions.

This study shows that structure-strategy linkage is the most fundamental task of strategy execution. However, there are other aspects of alignment also that are critical. Also, there exist hierarchical relationships among different alignments. The structural understanding of alignment is required to set strong foundation for execution process.

This study is limited to firms in the infrastructure sector of India. A questionnaire survey approach may invite some bias in response. Also, a large sample size could have been more useful to generalize findings. The proposed framework in this study suggest that the alignment of structure with strategy is important but not sufficient for effective strategy execution. There exist hierarchical relationships, among the factors of alignment, showing a dependence-driving relationship.

Strategy execution is one of the biggest challenges that corporations have been facing. The existing literature has identified many issues leading to effective strategy execution. The “alignment” aspect of execution has been the most talked about. There are different levels of alignment required for successful strategy execution. Literature suggests some of the key areas of alignment. However, there has been a lack of frameworks demonstrating linkages among different alignments to facilitate effective strategy execution.

There is a lack of strategy execution frameworks, especially reflecting on the alignment aspect of strategy execution. This study focuses not only on “how” of the framework development but also on the “why” aspect of the same. The interpretation approach also helps in pondering on the contextual realities.

The purpose of this study is to develop a framework for “Adapt” in the context of strategy execution.

Both exploratory and confirmatory modes of research using Confirmatory Factor Analysis, Interpretive Structure Modeling, Total Interpretive Structural Modeling and t-test methods have been conducted.

The conceptualization of learning and learning organization can only be possible when organization develops adaptive culture. When an organization becomes learning organization, it starts becoming vital by adopting flexibility wherever and whenever it is required. This vitalization process helps organization use successfully the frameworks of strategy execution.

In many cases the Balance Score Card could not succeed. Our study suggests that the adaptive culture gives impetus for learning and growth suggested in balanced scorecard (BSC) and adapt suggested in Management System. This study is more an exploratory effort with limited sample size. The findings can be consolidated and enriched with significantly large sample from varied contexts.

There is clear relative importance and sequence of corrective actions required to improve the hit rate of strategy execution. Organization can use the proposed framework to handle the issues of adapt in strategy execution.

Many scholars have pointed out that there is lack of strategy execution framework, and more specifically, in the case of adapt. The study contributes by providing a conceptual framework to address different aspects of adapt and change management for effective strategy execution. Additionally, this study adds methodological value to traditional model building.

The purpose of this paper is to present a framework for social business process management (BPM) in which social tagging is used to capture process knowledge emerging during the design and enactment of the processes. Process knowledge concerns both the type of activities chosen to fulfil a certain goal and the skills and experience of users in executing specific tasks. This knowledge is exploited by recommendation tools to support the design and enactment of current and future process instances.

The literature about traditional BPM is analysed to highlight the limitations of traditional BPM regarding management of ad hoc and semi-structured processes. Having identified this gap, an innovative BPM framework based on social tagging is proposed to address these limitations. This model is exemplified in a real case scenario and evaluated through the implementation of a prototype and a case study in real world non-profit organisation.

An overview of the social BPM framework is presented, introducing the concepts of role and task recommendation, which are supported by social tagging. The prototype shows the buildability of the social BPM framework as an extension of a Wiki platform. The case study demonstrates that the social BPM framework improves user collaborativeness in designing and executing process instances.

The applicability of the framework is targeted to ad hoc and possibly semi-structured business processes and it does not extend to highly procedural and codified processes. A single case study limits the generalisability of the evaluation results.

The social BPM framework is the first to introduce task and role recommendation supported by social tagging to overcome the limitations of traditional BPM models.

Existing conceptual, empirical and case studies evidence suggests that manufacturing industries find the joint implementation of Kaizen philosophy initiatives. However, the existing practices rarely demonstrated in a single framework and implementation procedure in a structure nature. This paper, therefore, aims to develop, validate and practically test a framework and implementation procedure for the implementation of integrated Kaizen in manufacturing industries to attain long-term improvement of operational, innovation, business (financial and marketing) processes, performance and competitiveness.

The study primarily described the problem, extensively reviewed the current state-of-the-art literature and then identified a gap. Based on it, generic and comprehensive integrated framework and implementation procedure is developed. Besides, the study used managers, consultants and academics from various fields to validate a framework and implementation procedure for addressing business concerns. In this case, the primary data was collected through self-administered questionnaire, and 244 valid questionnaires were received and were analyzed. Furthermore, the research verified the practicability of the framework by empirically exploring the current scenario of selected manufacturing companies.

The research discovered innovative framework and six-phase implementation procedure to fill the existing conceptual gap. Furthermore, the survey-based and exploratory empirical analysis of the research demonstrated that the practice of the proposed framework based on structured procedure is valued and companies attain the middling improvements of productivity, delivery time, quality, 5S practice, waste and accident rate by 61.03, 44, 52.53, 95.19, 80.12, and 70.55% respectively. Additionally, the companies saved a total of 14933446 ETH Birr and 5,658 M² free spaces. Even though, the practices and improvements vary from company to company, and even companies unable to practice some of the unique techniques of the identified CI initiatives considered in the proposed framework.

All data collected in the survey came from professionals working for Ethiopian manufacturing companies, universities and government. It is important to highlight that n = 244 is high sample size, which is adequate for a preliminary survey but reinforcing still needs further survey in terms of generalization of the results since there are hundreds of manufacturing companies, consultants and academicians implementing and consulting Kaizen. Therefore, a further study on a wider Ethiopian manufacturing companies, consultants and academic scale would be informative.

This work is very important for Kaizen professionals in the manufacturing industry, academic and government but in particular for senior management and leadership teams. Aside from the main findings on framework development, there is some strong evidence that practice of Kaizen resulted in achieving quantitative (monetary and non-monetary) and qualitative results. Thus, senior management teams should use this research out to practice and analyze the effect of Kaizen on their own organizations. Within the academic community, this study is one of the first focusing on development, validating and practically testing and should aid further study, research and understanding of Kaizen in manufacturing industries.

So far, it is rare to find preceding studies proposed, validated and practically test an integrated Kaizen framework with the context of manufacturing industries. Thus, authors understand that this is the very first research focused on the development of the framework for manufacturing industries continuously to be competitive and could help managers, institutions, practitioners and academicians in Kaizen practice.

The main purpose of this study is to explore different aspects of the Green Lean Six Sigma (GLSS) approach, application status and potential benefits from a comprehensive review of the literature and provide an avenue for future research work. This study also provides a conceptual framework for GLSS.

To do a systematic analysis of the literature, a systematic literature review methodology has been used in this research work. From the reputed databases, 140 articles were identified to explore hidden aspects of GLSS. Exploration of articles in different continents, year-wise, approach-wise and journal-wise was also done to find the execution status of GLSS.

This study depicts that GLSS implementation is increasing year by year, and it leads to considerable improvement in all dimensions of sustainability. Enablers, barriers, tools and potential benefits that foster the execution of GLSS in industrial organizations are also identified based on a systematic review of the literature.

The study’s uniqueness lies in that, to the best of the authors’ knowledge, this study is the first of its kind that depicts the execution status of GLSS, and its different facets, explores different available frameworks and provides avenues for potential research in this area for potential researchers and practitioners.

The purpose of this study is to integrate Green technology, Lean and Six Sigma methodology under the umbrella of Green Lean Six Sigma (GLSS). Further, the study also proposes an eight facet GLSS framework for small and medium enterprises (SMEs) to enhance organizational sustainability.

In this study, GLSS integration has been proposed based on intangible features like barriers, challenges, toolsets, etc. Moreover, the GLSS framework has been realized based on Six Sigma well-known define, measure, analyze, improve and control (DMAIC) approach.

It has been found that lack of customer involvement, financial constraints and ignorance towards Kaizen are the most pre-eminent barriers for GLSS execution. Further, it has been found that most frequently used GLSS tools are the 5S, environmental value stream mapping (EVSM) and life cycle assessment (LCA). The proposed GLSS framework encompasses systematic application of different GLSS tools that lead improved organization sustainability.

The present study will facilitate industrial managers to incorporate the GLSS approach in their business process through systematic understanding of key elements related to this sustainable approach. This study further prompts practitioner to incorporate GLSS in industry through systematic adoption of the proposed framework for improved environmental performance.

This work provides detailed knowledge for the researchers and academicians by dispensing awareness into integral measures and framework. GLSS toolsets dispensed in this work augments academicians and researchers to make decision which tools to be used at distinct phases of GLSS project execution.

The present study is the first of its kind that provides integral measures and GLSS framework for SMEs.

The literature of lean six sigma (LSS) is flooded with frameworks. But to date, there has been no attempt to expose the inconsistencies in the existing frameworks and associated research trends. The purpose of this paper is to critically review 26 LSS frameworks and highlight inconsistencies. The study also helps in analysing research trends and constructs of LSS frameworks, and facilitates new applications.

It uses Scopus database and finalises 26 frameworks in the LSS domain considering a timeframe from 2000 to 2017, using a structured literature review approach and involving domain experts. It uses a battery of systematic requirements-based questions to understand trends and covers building blocks/constructs also.

It reveals inconsistencies at three different stages, namely, the framework stage, usage stage capturing existing research trends and construct stage. It also offers details at building block/construct level. Thus, it offers guidance in reducing inconsistencies and possible modifications in the existing frameworks. It not only exposes existing constructs and sub-constructs but also guides about the new upcoming changes in the business influencing the LSS domain. It also educates about the strengths and weaknesses of each framework.

This study tries to reduce inconsistencies, but does not offer new generalised or sector-specific framework.

This study will assist for modification/corrections in the existing frameworks by reducing inconsistencies and will encourage new frameworks to facilitate applications.

This is a unique study which offers frameworks-based review, portrays research trends and guides about constructs of a framework by exposing inconsistencies at each stage. It helps in reducing inconsistencies and offers guidance regarding modifications in the LSS framework considering upcoming challenges.

This paper is a summary of a successfully defended doctoral dissertation. The purpose of this paper is to place this research in context to emerging areas of project management and service science, management and engineering and to encourage others to embark on further research related to this important topic.

Results reported in this paper were based upon action learning from research in which a project management tool for estimating deployment cost was developed by capturing the knowledge of subject matter experts (SMEs) and subsequently tested against projects from various geographic areas.

There were two primary findings. A development and analysis of the conceptual estimating framework supports the assertion that the use of the framework provides an awareness of the project that may not otherwise be observed or, at best, would be observed later in the life of the project and potentially addressed at a higher cost. A strong association has been found between the conceptual estimate produced by the comprehensive framework and the conceptual estimate produced manually through the use of SMEs.

From academic perspective, the synthesis of technology management, business processes, and the conceptual estimating framework enhances the body of knowledge of project management. For practical applications, the method and framework employed can be utilized to build functioning conceptual estimating tools for deployment, which can lead to cost savings during the estimating process and, as this study surmises, will lead to more effective project management, control, and implementation.

The purpose of this paper is to evaluate e‐governance projects for the social and economic development and citizen services by ten major states of India: Haryana, Punjab, Andhra Pradesh, Rajasthan, Madhya Pradesh, Maharashtra, Tamil Nadu, Karnataka, Kerala and West Bengal.

ICT and e‐governance policy framework of these ten states was captured from their published policy documents/ literature, as well as through the in‐person interviews and discussions with the concerned Secretary/Director/Managing Director level officials at different forums on the basis of a structured questionnaire.

The results highlight the policy gaps and suggest that there is a need to look at improving such factors as capacity building, common standards, security guidelines, quality, completeness, depth and spread of services, coordination, mindset, etc. In terms of overall performance, four e‐governance projects, e‐Sewa in Andhra Pradesh, Bhoomi in Karnataka, Setu in Maharashtra and Suwidha in Punjab had higher scores than other projects.

The paper introduces the best e‐governance projects which can be role models for other states in improving e‐governance initiatives. This will help policy makers to understand the policy gaps and focus on those parameters which lead to good governance, not only in India but in other similar developing economies as well.

Green lean six sigma (GLSS) is a sustainable development approach that leads to improved patient care with improved safety and quality of service to patients. This study aims to identify, study, model and analyze GLSS success factors for the Indian health-care facility.

Interpretive structural modeling (ISM) and Impact Matrix Cross-Reference Multiplication Applied to a Classification analyses have been used to understand the hierarchical structure among the GLSS success factors. This enabled the development of dependency relationships between success factors, in particular, which factors support the development of other factors.

Specifically, this study found that the success factors “commitment of management” and “financial availability” are the most critical to GLSS implementation success, as they support the development of all other success factors. Meanwhile “embedding sustainable measures at each stage of the service”; “the capability and effectiveness of real-time data collection”; and “feedback and corrective actions” most directly support the GLSS implementation in the health-care facility and serve as the final indicators of implementation progress.

The major implication of this research work lies in suggesting a direction for practitioners to execute the GLSS approach through a systematic understanding of classification and structural relationships among different enablers. This study also facilitates health-care managers to explore different GL wastes in hospitals and challenges to sustainability pursuits in health-care that assist in an organization’s efforts toward sustainable development.

This research work is the first of its kind that deals with the identification and analysis of the prominent factors that foster the inclusive implementation of GLSS within the health-care facility.