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Examines the literature to identify the essential components of kaizen or continuous improvement programmes. Relying on published sources on the North American experience with continuous improvement, also tries to identify organizational structures and practices likely to lead to successful implementation of such programmes. Distinguishes between kaizen and more radical, “strategic leap” improvement approaches, and describes the North American record of success with continuous improvement programmes. An emergent theme is that success with continuous improvement requires a wide array of systems, processes, and orientations to be congruent within the organization. Argues that the study of when, how, and why kaizen succeeds is by no means complete, and proposes a set of open research questions whose investigation is likely to be useful to both scholars and practitioners. Finally, discusses some of the ways in which the existing literature can be immediately useful for practice in organizations.

The purpose of this paper is to examine the mediating roles of two variables of psychological empowerment and affective commitment of frontline service employees (FSEs) in the relationship between transformational leadership (TFL) and proactive customer service behavior (PCSB) of FSEs.

In a rigorous research design, the authors obtained data from 225 FSE-supervisor dyads working in a large Indian IT services organization. Analysis was done using structural equation modeling approach in LISREL 8.72.

As expected, affective commitment and psychological empowerment of FSEs fully mediated the positive relationship between TFL and PCSB of FSEs, even after controlling for age and tenure. The specified model explained 24 percent of the variance in PCSB of FSEs.

As FSEs act as the face of a service organization, therefore their proactive behavior plays an important role in customer satisfaction. Enactment of TFL by supervisors fosters PCSB of FSEs. Therefore, organizations must develop TFL skills in their managers to psychologically empower FSEs and get them committed to a superior service delivery through PCSB.

The study is one amongst the few studies to explore the relationship between TFL and proactive behavior in the customer service domain. Additionally, to the best of the authors’ knowledge, this is the first study to examine the explanatory mechanisms through which transformational leaders foster PCSB of FSEs.

Blockchain technology (BCT) is one of the latest disruptive innovations, brought along with-it immense scope of diverse applications contributing towards sustainable development (SD). The consistent increase in the publications reveal that the application of BCT for SD has become popular among researchers and practitioners in past few years, in turn, urged for a systematic literature review (SLR) to get an insight into the research journey travelled so far and setting directions for future research in this area. Therefore, this study aims to identify, map and synthesize the available literature on application of BCT for SD.

The automatic and manual search resulted into 1,277 studies from Scopus and Web of Science database. Further applying inclusion and exclusion criterion resulted in bringing out total of 157 studies, which were termed as primary studies. Based on the results of descriptive analysis, conducted through Bibliometric and VOSviewer software, the characteristics of BCT and its key capabilities, contributing towards shaping the recent SD literature, were critically examined. Identified research themes for clustering primary studies were aligned with United Nations Sustainability Development Goals (UNSDG). A mind-map was also prepared on the basis of thematic classification of primary studies.

The research themes “business practice and economic sustainability”, “agriculture and food security” and “business practice and environment sustainability” were found to be the focal points of scholarly attention. Synthesis and analysis of primary studies resulted into classification of research gaps under four categories – theoretical foundation, methodological limitation, research themes and technology implementation challenges. The study was concluded by sensitizing and sanitizing the concrete research questions for future research.

The research findings shall be a roadmap for research scholars, academicians and practitioners to comprehend the present state of knowledge in the domain of “BCT application for SD” and decide upon adopting the future course of action to attain the UNSDGs by the year 2030.

To the best of the authors’ knowledge, the current study is the first attempt in its own sense to analyse and synthesize the available literature on “attaining SD through BCT” using SLR approach.

The objective of this article is to identify and analyze critical factors in the development of continuous improvement (CI) activities in Brazilian companies.

A conceptual model of the relationship between practices and results was tested to identify the critical factors using a survey conducted in 46 industrial companies. Non‐parametric tests were used to test some hypotheses developed based on the literature.

The results indicate the importance of staff training in problem solution tools, incentives for suggestions, face‐to‐face communication and regular shop floor visits such as critical factors for the success of continuous improvement activities (CI). Operational practices of CI contribute to company performance in relation to improvements in productivity, quality, lead time, cost, customer satisfaction and development of employees’ skills to solve problems.

Although the detected constructs are fairly accurate, they are still subject to improvements and new dimensions can be incorporated to them.

These critical factors are related to actions that encourage employees to participate in CI activities and incentive mechanisms to be able to apply identification techniques and tools successfully, as well as find solution to problems.

The results of this work provide a thorough understanding of the success drivers when conducting CI activities.