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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.

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.

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%.

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.

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.

This study aims to focus on sustainable supplier selection in a construction company considering a new multi-criteria decision-making (MCDM) method based on dominance-based rough set analysis. The inclusion of sustainability concept in industrial supply chains has started gaining momentum due to increased environmental protection awareness and social obligations. The selection of sustainable suppliers marks the first step toward accomplishing this objective. The problem of selecting the right suppliers fulfilling the sustainable requirements is a major MCDM problem since various conflicting factors are underplay in the selection process. The decision-makers are often confronted with inconsistent situations forcing them to make imprecise and vague decisions.

This paper presents a new method based on dominance-based rough sets for the selection of right suppliers based on sustainable performance criteria relying on the triple bottom line approach. The method applied has its distinct advantages by providing more transparency in dealing with the preference information provided by the decision-makers and is thus found to be more intuitive and appealing as a performance measurement tool.

The technique is easy to apply using “jrank” software package and devises results in the form of decision rules and ranking that further assist the decision-makers in making an informed decision that increases credibility in the decision-making process.

The novelty of this study of its kind is that uses the dominance-based rough set approach for a sustainable supplier selection process.

This study examined the factors impeding the implementation of micro-credentials and accepting it as a credible source of earning professional qualifications and certifications necessary for pursuing higher education or other career goals.

The factors were identified by reflecting on the recent literature and Internet resources coupled with in-depth brainstorming with experts in the field of micro-credentials including educators, learners and employers. Two ranking methods, namely Preference Ranking for Organization Method for Enrichment Evaluation (PROMETHEE) and multi-objective optimization based on ratio analysis (MOORA), are used together to rank the major challenges.

The results of this study present that lack of clear definitions, ambiguous course descriptions, lack of accreditation and quality assurance, unclear remuneration policies, lack of coordination between learning hours and learning outcomes, the inadequate volume of learning, and lack of acceptance by individuals and organizations are the top-ranked and the most significant barriers in the implementation of micro-credentials.

The findings can be used by educational institutions, organizations and policymakers to better understand the issues and develop strategies to address them, making micro-credentials a more recognized form of education and qualifications.

The novelty of this study is to identify the primary factors influencing the implementation of micro-credentials from the educators', students' and employers' perspectives and to prioritize those using ranking methods such as PROMETHEE and MOORA.

This paper attempts to investigate the approaches used for implementing total quality management (TQM) practices and study its impact on ABC India Limited (Name changed), a tyre manufacturing industry for realizing leadership in the Indian market. The other objectives are to explore the key issues faced by the company before TQM and study the benefits achieved after TQM implementation.

A conceptual case study research methodology has been utilized in this paper. The industry was facing some major business challenges such as low productivity, financial issues and low market presence since 1996. To overcome these issues, the top management of the industry adopted TQM as a business improvement tool and started its implementation in 2008.

A good number of improvement initiatives under four TQM approaches such as management approach, development approach, improvement approach and involvement approach were performed systematically and strategically. As a result of the successful implementation of TQM initiatives, the industry received the most prestigious quality award namely Deming Prize in 2017.

With the implementation of the TQM philosophy in the industry, it gained the top market position, the customer satisfaction score increased from 75 to 81, market presence increased from 7.2% to 26.3% and the percentage participation of employees increased by 73.5% within a period from 2009 to 2016.

The novelty of this research is to consider a case-based approach that will be helpful in promoting the utilization of the TQM philosophy in other industries for gaining competitive advantages.

The study aims to look at the link between horizontal violence (HV) and organizational culture aspects. Bullying and hostility including intergroup conflict are referred to as HV. HV is a significant issue that is encountered in various professions. The different cultural typologies of group, developmental, hierarchical and rational culture have been addressed in this study. Additionally, it is identified that the prevalence of HV in organizations with different cultural dimensions.

Using a non-probability multistage sampling strategy, a quantitative method was used and questionnaires were circulated to collect data from the information technology sector. The data were analyzed using multiple regression analysis.

The findings demonstrated that HV has a positive and substantial association with the group and developmental culture, whereas HV has a negative link with hierarchical and rational culture.

These results provide a valuable tool for human resource managers and policymakers in promoting a healthy work environment and employee interpersonal collaboration, which will improve the organization’s overall performance.

This study is a novel work exploring the HV among employees in technological firms, and also combining the concepts of HV and organizational culture and also assists future researchers in many folds.