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1 – 10 of 77Neeraj Yadav, Ravi Shankar and Surya Prakash Singh
Critical success factors (CSF) for lean six sigma (LSS) using quality 4.0 are not researched so far. This study aims to bridge this gap. It also validates CSF already identified…
Abstract
Purpose
Critical success factors (CSF) for lean six sigma (LSS) using quality 4.0 are not researched so far. This study aims to bridge this gap. It also validates CSF already identified for LSS under conventional technologies.
Design methodology approach
Empirical research using the questionnaire method is conducted. Construct of the questionnaire is checked using Cronbach’s alpha and responses received are analysed using t-test and exploratory factor analysis.
Findings
In total, 20 factors are evaluated for LSS success. It includes 7 factors related to quality 4.0 technologies and 13 related to the conventional set-up. All 7 quality 4.0 related factors were found critical; whereas, under traditional set-up, 11 factors out of 13 were found critical.
Practical implications
The study will help enterprises in the fast and effective adoption of quality 4.0 and seamless integration with LSS. The post-Covid-19 business scenario is expected to be information technology focussed. The findings of this study will be useful in these circumstances. Consultants and practitioners can prioritise their efforts based on newly identified CSF. The new revelation about CSF for LSS in quality 4.0 enriches theory as well.
Social implications
Developing skills based on newly identified CSF will help people in remaining employable in the era of automation, robotics and artificial intelligence which is otherwise ill-famed for destroying jobs.
Originality value
CSF for LSS using quality 4.0 is a new contribution. It differentiates CSF established earlier for conventional technologies. Moreover, many CSF are common for LSS and industry 4.0, therefore this study will also help in smoother adoption of industry 4.0/quality 4.0 in organisations.
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Quality 4.0 (Q4.0) is related to quality management in the era of Industry 4.0 (I4.0). In particular, it concentrates on digital techniques used to improve organizational…
Abstract
Purpose
Quality 4.0 (Q4.0) is related to quality management in the era of Industry 4.0 (I4.0). In particular, it concentrates on digital techniques used to improve organizational capabilities and ensure the delivery of the best quality products and services to its customer. The aim of this research to examine the vital elements for the Q4.0 implementation.
Design/methodology/approach
A review of the literature was carried out to analyze past studies in this emerging research field.
Findings
This research identified ten factors that contribute to the successful implementation of Q4.0. The key factors are (1) data, (2) analytics, (3) connectivity, (4) collaboration, (5) development of APP, (6) scalability, (7) compliance, (8) organization culture, (9) leadership and (10) training for Q4.0.
Originality/value
As a result of the research, a new understanding of factors of successful implementation of Q4.0 in the digital transformation era can assist firms in developing new ways to implement Q4.0.
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Jaypalsinh Ambalal Rana and Suketu Y. Jani
The Sustainable Lean Six Sigma (SLSS) adoption approach, advancements in Internet technologies and the use of Industry4.0 technologies has resulted in faster customer need…
Abstract
Purpose
The Sustainable Lean Six Sigma (SLSS) adoption approach, advancements in Internet technologies and the use of Industry4.0 technologies has resulted in faster customer need fulfilment. The Industry4.0 technologies have resulted in a new paradigm where strategic and operational decisions are in favour of profitability and long-term viability. The purpose of this study is to identify Industry4.0-SLSS practices and sustainable supply chain performance metrics, as well as to develop a framework for decision-makers and managers to make supply chains more sustainable.
Design/methodology/approach
The 33 Industry4.0-SLSS practices and 24 performance metrics associated with the sustainable supply chain are shortlisted based on extensive literature review and expert opinion. The Pythagorean Fuzzy Analytical Hierarchy Process (PF-AHP) approach is used to evaluate the weights of Industry4.0-SLSS practices after collecting expert panel opinions. The Weighted Aggregated Sum Product Assessment (WASPAS) methodology used these weights to rank performance metrics.
Findings
According to the results of PF-AHP, “Product development competencies (PDC)” are first in the class of major criteria, followed by “Advanced technological competencies (ATC)” second, “Organisational management competencies (OMC)” third, “Personnel and sustainable competencies (PSC)” fourth and “Soft Computing competencies (SCC)” fifth. The performance metric “Frequency of NPD” was ranked first by the WASPAS method.
Research limitations/implications
The proposed paradigm helps practitioners to comprehend Industry4.0 technology and SLSS practices well. The identified practices have the potential to boost the sustainability and supply chain's performance. Organizational effectiveness will benefit from practices that promote a sustainable supply chain and the use of developing technology. Managers can evaluate performance using performance metrics that have been prioritized.
Originality/value
The present study is one of the unique attempts to establish a framework for enhancing the performance of the sustainable supply chain. The idea of establishing Industry4.0-SLSS practices and performance measures is the authors' original contribution.
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Top management team (TMT) serves as the critical designer of a firm’s business model, whose cognition exerts key influence on business model design (BMD). Drawing insights from…
Abstract
Purpose
Top management team (TMT) serves as the critical designer of a firm’s business model, whose cognition exerts key influence on business model design (BMD). Drawing insights from the managerial cognition and knowledge-based views, this paper aims to examine the effect of TMT transactive memory system on BMD and investigate how the relationship between TMT transactive memory system and BMD is contingent upon the firm’s strategic orientation.
Design/methodology/approach
Survey data collected from 210 Chinese firms was used to test the research hypotheses through multivariate regression analysis.
Findings
This paper reveals that TMT transactive memory system facilitates novelty- and efficiency-centered BMD. Furthermore, both differentiation orientation and cost leadership orientation can strengthen the effect of TMT transactive memory system on novelty-centered BMD; the impact of TMT transactive memory system on efficiency-centered BMD is weakened by differentiation orientation but strengthened by cost leadership orientation.
Originality/value
This paper adds to the business model literature by unraveling the effect of TMT transactive memory system on BMD, which not only enriches the internal cognitive antecedents of BMD but also provides an in-depth understanding of how TMTs can use their knowledge structure to proactively design a certain business model. Moreover, this paper also offers insights into how TMTs can better use transactive memory system to design business models according to the specific strategic orientation.
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Wenjun Cai, Jibao Gu and Jianlin Wu
Open innovation (OI) is an effective way to achieve firms' sustainable development in emerging markets. This study aims to investigate the effects of business and philanthropic…
Abstract
Purpose
Open innovation (OI) is an effective way to achieve firms' sustainable development in emerging markets. This study aims to investigate the effects of business and philanthropic corporate social responsibility (CSR) on OI and the moderating role of firm proactiveness in such relationships. This study also examines the effects of OI on firms' financial and innovation performance.
Design/methodology/approach
This study uses multisource data from 688 firms in China, including data from surveys of top managers and objective data. The Tobit model, Poisson model, and ordinary least squares regression are adopted to test the hypotheses.
Findings
The results suggest that business CSR and philanthropic CSR both have positive effects on OI. Proactiveness weakens the positive effect of business CSR on OI, while strengthening the effect of philanthropic CSR on OI. The results also show that OI increases firm innovation and financial performance.
Originality/value
CSR enables firms to build wild, deep and trust-based relationships with external actors, which may benefit firms in open search of knowledge. However, it has not received adequate attention in the literature on OI. The findings contribute to the research on OI drivers from the perspective of social activities and enhance the understanding of how different types of CSR and firm proactiveness work together to influence OI.
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Neeraj Yadav, Ravi Shankar and Surya Prakash Singh
This paper compares impact of Industry 4.0 / emerging information and communication Technologies (ICTs), for example, Internet of things (IOT), machine learning, artificial…
Abstract
Purpose
This paper compares impact of Industry 4.0 / emerging information and communication Technologies (ICTs), for example, Internet of things (IOT), machine learning, artificial intelligence (AI), robotics and cloud computing, on 22 organisational performance indicators under nine combinations of Lean Six Sigma (LSS) and quality management systems (QMS).
Design/methodology/approach
Survey of 105 Indian organisations was done about their experience of using QMS, Lean Six Sigma and emerging ICTs. Respondents included both manufacturing and service enterprises of different scales and sectors. The responses collected were compared, and statistically significant difference among them was evaluated using chi-square test.
Findings
The study confirmed statistically significant difference among 20 organisational performance indicators under different combinations of QMS, LSS and ICTs. These indicators include quality performance, delivery performance, sales turnover, inventory level and so forth. However, for two indicators, namely, absenteeism and throughput, significant difference in responses was not established.
Research limitations/implications
All possible combinations of QMS, LSS, only LSS tools and ICTs were not studied because of either theoretical impossibility (e.g. using LSS without LSS tools) or practically rare situations (e.g. organisations using ICTs and LSS without QMS). Furthermore, the impact from different sequences of implementing QMS, LSS and ICTs can be studied.
Practical implications
Using this study, practitioners can identify which LSS, Quality System and ICT combination results in best performance and quick success. On theoretical front, the study confirms impact of LSS and QMS on organisational performance.
Originality/value
This study evaluates organisational performance under several possible combinations of QMS, LSS, and emerging ICTs, which was so far unexplored.
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Wenhong Zhao, Wenwei Zhang and Chengli Shu
Social network theory emphasizes that, to acquire needed resources, new ventures should cultivate industrial connections (intra-industry ties and extra-industry ties). In the…
Abstract
Purpose
Social network theory emphasizes that, to acquire needed resources, new ventures should cultivate industrial connections (intra-industry ties and extra-industry ties). In the meanwhile human capital theory focuses on entrepreneurs' employment experience, especially with respect to its breadth and depth. This study examines ties and experience to determine whether, in combination, they have positive or negative effects on resource acquisition in new ventures.
Design/methodology/approach
This study tests research hypotheses using questionnaire survey data with a sample of entrepreneurs in new ventures. Multivariate regression analysis is used to analyze the data.
Findings
Combining intra-industry ties and experience breadth or extra-industry ties and experience depth affects resource acquisition positively, whereas combining intra-industry ties and experience depth or extra-industry ties and experience breadth affects resource acquisition negatively.
Research limitations/implications
Conclusions may be constrained by the limited sample size and source. Rather, the impact of the study lies in its identification of the effects of interaction between network ties and entrepreneurs' experience on resource acquisition. Future research can explore the effects of interaction between other dimensions of network ties and a range of entrepreneurs' experience characteristics on resource acquisition.
Practical implications
Entrepreneurs are provided with effective strategies to make use of their ventures' network ties and their personal accumulated experience in the process of obtaining resources.
Originality/value
The findings enrich the entrepreneurship literature by providing a more nuanced understanding of how and when new ventures' industry ties and entrepreneurs' employment experience together influence resource acquisition.
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Sharad Sharma, Narain Gupta and Pooja Thakur
This empirical study explores the intricate relationships between Industry 4.0 (I4), Lean practices and sustainable operational performance (SOP) within the dynamic context of the…
Abstract
Purpose
This empirical study explores the intricate relationships between Industry 4.0 (I4), Lean practices and sustainable operational performance (SOP) within the dynamic context of the services sector. Rooted in the theoretical framework of Resource Orchestration Theory (ROT), the research investigates the nuanced interplay between these paradigms and their collective impact on firm performance.
Design/methodology/approach
The research methods included creation of a structural model, hypothesis formulation and advanced data analysis. Primary data were gathered through an online questionnaire distributed among service sector professionals. Analysis was completed using Partial Least Squares (PLS) Structural Equation Modeling (SEM) using the Smart-PLS software.
Findings
The results underscore the mediating role of Lean practices between I4 and SOP, emphasizing the imperative of harmonized integration to enhance overall firm performance. In alignment with ROT principles, the study illuminates the positive influence of Lean practices on sustainable operational outcomes.
Research limitations/implications
The study contributes to the scholarly discourse on I4, Lean and Services, emphasizing the strategic necessity of integrating I4 capabilities with Lean practices. Practical insights guide practitioners in orchestrating a balanced adoption of I4 and Lean practices for SOP. This research offers actionable insights for industry leaders seeking to cultivate SOP within their organizational contexts.
Originality/value
This study contributes to the evolving understanding of the interplay between I4, Lean practices and SOP within the services sector, offering novel insights for both academia and industry practitioners.
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Emmanuel Flores, Xun Xu and Yuqian Lu
The purpose of this paper is twofold: to raise and address an important change for the human capital in the future of Industry 4.0, and to propose a human-focused perspective for…
Abstract
Purpose
The purpose of this paper is twofold: to raise and address an important change for the human capital in the future of Industry 4.0, and to propose a human-focused perspective for companies underneath the new Industrial Revolution.
Design/methodology/approach
The research study follows a state-of-the-art literature review process. The nature of the selected approach enables to cover the extensive aim of the paper with sufficient scientific solidity that should support the understanding of every topic.
Findings
This work has presented three relevant aspects for Industry 4.0 and its human labour force: a workforce architecture with new interactions, a term to embrace the human capital of the future and a typology for referencing the required competences for Industry 4.0.
Research limitations/implications
The paper sheds light on an important aspect for the emerging Industrial Revolution, the human force. The result and conclusion sections suggest future implications for academia and the private sector, due to changes at the conceptual and practical levels of human operation in the industry – for example, new structural interactions among employees, additional qualities to human capital and different ways to identify the competences for the workforce.
Originality/value
This is an interdisciplinary study that tries to bring together a modern industrial term, a social focus and a company scenario. From this, it was possible to obtain a new social term, a novel typology of competences and a new company-scenario interaction.
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