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The growth, diversity and applications of research into dynamic capabilities (DCs) have resulted in the whole literature on DCs becoming a complex and disconnected body of knowledge. This has led to criticisms of the subject of DCs as being vague, tautological and without practical value. Hence, the purpose of this paper is to synthesize the diverse scholarly literature about DCs and develop a more integrated understanding to minimize the reported apparent vagueness.

In this paper, the authors review various relevant themes on DCs using a selection of 133 articles published in 22 recognized, top-tier management journals during the period between 1990 and 2016, with an aim to build a structured and integrated theory. For this, morphological analysis (MA), a systems-thinking technique, is applied.

MA is applied to develop a multi-dimensional conceptual framework comprising five dimensions and 26 variants that enable a structured representation of the conceptual foundations of DCs. Further, the authors identify 81 individual DCs noted by various scholars; elucidate assumptions and antecedents relevant to the DCs approach; structure the key characteristics; and expound the input factors, impacting factors, desired outcomes and assessment yardsticks.

This would be a useful resource for researchers working in the area of DCs to explore opportunities for future research.

The MA framework helps managers to look at DCs more holistically, and hence would help them in developing, managing and retaining DCs in organizations.

This study is the original work contributed by the authors and has no specific organizational reference. This research implies new directions to look beyond individual DCs in firms toward a more integrated theory building.

This paper aims to illustrate the application of Lean Six Sigma (LSS) in higher education institutions (HEIs). A real-time case study presented as part of the paper highlights the value which LSS can bring to the higher education system.

The paper commences with an overview and the success of the LSS methodology. The uniqueness of the higher education system for imbibing quality excellence is elaborated, comparing it with the manufacturing industry. Various opportunities for LSS projects in HEIs are then discussed as part of the paper. The last section of the paper elaborates a real-time case study, explaining how LSS was leveraged to improve a university library process.

The study identified the key attributes of the higher education system, which need to be understood for imbibing quality excellence. The study also provided an insight into the upcoming application of LSS and the benefits it can bring to HEIs.

The introduction of LSS into the higher education setup could bring multifold organizational and social benefits

LSS has been successful in the past few decades in the manufacturing and service sector. However, its application in HEIs was very nascent. This study illustrates its importance and application to a highly responsible area of the service sector, for imbibing quality excellence, serving as an excellent resource for researchers and higher education professionals.

The purpose of this paper is to provide lean and six sigma professionals and researchers of tomorrow with Ten Commandments of Lean Six Sigma (LSS).

The Ten Commandments of LSS are based on several years’ experience of four authors who act as researchers, LSS Master Black Belts, consultants, practitioners and trainers on various topics of Lean, Six Sigma and general quality management and continuous improvement.

The Ten Commandments in our opinion include: alignment of LSS initiative with organisational strategy, LSS project selection and prioritisation, selection of top talent for the project execution, leadership for LSS, effective training and design of appropriate curriculum for different LSS roles, development of reward and recognition system, LSS sustainability, Linking LSS with Organisational Learning and Innovation, Linking LSS with Environmental Management System Standards and finally LSS and Big Data.

The key features outlined in this paper are based on the practitioners of LSS. The authors of this article are planning to pursue a global study to critically evaluate these commandments by various practitioners of LSS.

The senior managers and executives of various businesses can use these commandments of LSS as a guide to achieve and sustain competitive advantage.

This paper aims to identify and review the critical success factors (CSFs) for successful Six Sigma implementation in service and manufacturing companies given in published literature.

A descriptive evaluation of the literature body is followed by future research opportunities. Studies published on the topic of Six Sigma during 2005-2016 are reviewed to retrieve identified CSFs.

From published literature, 48 CSFs vital for Six Sigma implementation were identified. The identified CSFs were classified under eight core categories. As per the categorization, 35 out of 48 CSFs identified are either Company Strategy related, Six Sigma Project related or Human Resources related. Only a limited number of studies are carried out mainly focusing on the stated three core areas. Hence, it is vital that these three core areas are further explored in future research.

With the outcome of this paper, the identified CSFs for Six Sigma will be taken for further studies, where they will be applied to service and manufacturing companies based in Sri Lanka. Hence, it would provide Sri Lankan service and manufacturing companies guidelines for successful implementation of Six Sigma for future endeavors.

To address service failure issues, scholars have recognized several service recovery (SR) mechanisms. However, there exist many barriers that retard an effective SR process, and those often lead to negative consequences. Although this is a generic problem applicable across markets, it becomes critical in B2B markets, as they deal with high impact and corporate customers. The purpose of this paper is to identify these SR barriers in B2B markets and explore their linkages toward identifying the key driving barriers.

A four-phased methodology to address this call in the IT services industry was used. First, the identification phase led to the selection of 27 barriers based on literature. Second, in the prioritization phase, 12 salient barriers were prioritized with the help of an expert panel. Third, in the modelling phase, the total interpretive structural modelling (TISM) technique was used to examine the mutual influences among these barriers toward modelling their linkages using a digraph. Finally, in the classification phase, these barriers were graphically plotted and classified into four quadrants based on their dependence and driving powers by using Matriced Impacts Croisés Multiplication Appliquée á un Classement (MICMAC) analysis.

Two strategic barriers, namely, technology obsolescence and poor top management commitment, presented the strongest challenges against effective SR, as they were least dependent on other barriers and exerted strong influence over the operational barriers to executing SR.

Because the strategic level barriers, exerting strong influence against effective SR, arise from the strategic choices of board and the C-suite, this paper helps them anticipate the recovery-related after effects of their choices, thus helping them in making better decisions.

This paper contributes to research as it is first of its kind to explore and link SR barriers in B2B markets.