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Article
Publication date: 8 April 2021

Naresh N. Motiani and Abhay Kulkarni

The purpose of this paper is to study the role of leadership in implementing Lean Six Sigma (LSS) in a knowledge process outsourcing/business process outsourcing (KPO/BPO

Abstract

Purpose

The purpose of this paper is to study the role of leadership in implementing Lean Six Sigma (LSS) in a knowledge process outsourcing/business process outsourcing (KPO/BPO) service environment. KPO/BPO organizations present unique operational challenges such as client contractual obligations, young worker age profile, high attrition, dynamic outsourced business processes, technological disruptions to list a few. To implement LSS in such an environment, leadership plays a crucial role. While it is known that leadership is a critical success factor for LSS implementation, their role in a recently evolved KPO/BPO sector is hardly studied leading to high failures. The present study aims to address this gap.

Design/methodology/approach

A qualitative case study research method is used. A case study protocol consisting of research outline, data collection plan, interview schedule and list of expert reviewers was prepared. A semi-structured interview schedule of the case organization was used that covered exploring the leadership role in terms of their leadership style, communication, employee engagement and their ability to guide program in entire LSS implementation process. Further depth is obtained by considering dimensions of LSS implementation process such as actors involved, processes adopted, performance outcomes, implementation challenges and competency requirements. Primary and secondary data from two case studies yielded rich insights and helped to answer the research questions around role of leadership in LSS implementation for the KPO/BPO service environment.

Findings

This research case study demonstrates key leadership competencies that lead to successful implementation of LSS in two KPO/BPO organizations. To handle implementation challenges, a combination of LSS and transformation style of leadership style was observed. Leadership role focussed on coaching and empowering, rather than telling and controlling. Apart from the 17 leadership competencies seen in published literature, the authors observed 12 specific competencies (7 interpersonal and 5 LSS) in two case organizations that enabled effective LSS implementation. This study also gives an in depth understanding of the leadership role and enabling competencies during LSS implementation.

Research limitations/implications

Because of the inherent limitations of case study research method, researchers and practitioners must be cautious to the extent of generalization of findings and the conclusions.

Practical implications

Positioning leadership to managing the LSS implementation in KPO/BPO service operations helps in innovative adaption of standard improvement methodologies (such as LSS) to address their specific problems and deliver on the overall organizational goals.

Originality/value

Current study explores in depth how leadership role impacts LSS implementation in two KPO/BPO case organizations. Studies focussing on LSS service operations model in a KPO/BPO environment are not extensively published, especially those covering leadership role during LSS implementation.

Details

International Journal of Innovation Science, vol. 13 no. 3
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 29 June 2012

Richa Awasthy and Rajen K. Gupta

The primary purpose of this paper is to examine the relationship between people‐level learning dimensions, structural level‐learning dimensions and performance outcomes…

Abstract

Purpose

The primary purpose of this paper is to examine the relationship between people‐level learning dimensions, structural level‐learning dimensions and performance outcomes. The paper proposes and tests the original classification of dimensions of learning organization as given by Watkins and Marsick.

Design/methodology/approach

The Dimensions of the Learning Organization Questionnaire (DLOQ) by Watkins and Marsick was adopted to gauge the relationship between people‐level learning dimensions, structural‐level learning dimensions and performance outcomes. In a modified model, empowerment was tested as a structural level dimension in the Indian context, while in previous studies carried out by Yang and Yang et al., it was treated as a people‐level dimension. This study adopted the smaller form of DLOQ and data were collected from 292 executives working in different types of organizations: manufacturing, consultancy, KPO, BPO, financial services and others, representing mostly domestic private, public sector organizations and multinational companies operating in the Indian National Capital Region.

Findings

The study results revealed that the relationship between people‐level learning dimensions and performance outcomes is mediated by structural‐level learning dimensions in the Indian cultural context. Statistical analyses revealed that the DLOQ has reasonable reliability in the Indian context. The findings are explained in relation to relevant context.

Originality/value

The value added is that the relationship between people‐level learning dimensions and performance outcomes is mediated by structural‐level learning dimensions in the Indian cultural context. This study confirms the validity of applying the DLOQ as determinants of a learning organization in the Indian context.

Details

International Journal of Emerging Markets, vol. 7 no. 3
Type: Research Article
ISSN: 1746-8809

Keywords

Content available
Article
Publication date: 29 June 2012

Yusuf Akbar

Abstract

Details

International Journal of Emerging Markets, vol. 7 no. 3
Type: Research Article
ISSN: 1746-8809

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Book part
Publication date: 13 August 2014

Marcus M. Larsen and Torben Pedersen

The purpose of this paper is to investigate the effect of the organizational reconfiguration of offshoring on firms’ strategies. A consequence of offshoring is the need to…

Abstract

The purpose of this paper is to investigate the effect of the organizational reconfiguration of offshoring on firms’ strategies. A consequence of offshoring is the need to reintegrate the geographically relocated organizational activities into a coherent organizational architecture. In order to do this, firms need a high degree of architectural knowledge, which is typically gained through learning by doing. We therefore argue that firms with more offshoring experience are more likely to include organizational objectives in their offshoring strategies. We develop and find support for this hypothesis using a mixed-method approach based on a qualitative case study and comprehensive data from the Offshoring Research Network. These findings contribute to research on the organizational design and architecture of offshoring and the dynamics of organizational architectures.

Details

Orchestration of the Global Network Organization
Type: Book
ISBN: 978-1-78350-953-9

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Article
Publication date: 19 July 2011

Richa Awasthy and Rajen K. Gupta

The purpose of this study is to assess employees' perceptions of their organizations' orientation towards learning in manufacturing and service firms.

Abstract

Purpose

The purpose of this study is to assess employees' perceptions of their organizations' orientation towards learning in manufacturing and service firms.

Design/methodology/approach

The Dimensions of the Learning Organization Questionnaire (DLOQ) developed by Marsick and Watkins, was administered to 235 executives working in the National Capital Region (NCR) in India. Regression analysis with the help of Eviews 5 was utilized to investigate the difference between the dimensions of DLOQ in both the sectors.

Findings

Results suggest a significant impact of structural level dimension on a firm's financial and knowledge performance. Furthermore, no difference was observed between manufacturing and service sectors in context of a learning organization (LO).

Research limitations/implications

Data were collected only from organizations operating in India's National Capital Region.

Originality/value

This research fulfills the literature gap in the domain of LO. It applies the LO approach and the DLOQ tool to examine the learning orientation of both manufacturing and service organizations in the NCR which has not been done so far in the literature. The results indicated greater impact of the structural level dimension as compared to the people level dimension irrespective of the sector in India.

Details

The Learning Organization, vol. 18 no. 5
Type: Research Article
ISSN: 0969-6474

Keywords

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