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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) service…

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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: 21 February 2025

Madhu Mandal and Satyabhusan Dash

This paper intends to contribute to the evolving understanding of Indian adolescents as consumers by examining their unique relationships with food brands, focusing specifically…

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Abstract

Purpose

This paper intends to contribute to the evolving understanding of Indian adolescents as consumers by examining their unique relationships with food brands, focusing specifically on brand love. It further investigates the key drivers that cultivate brand love among adolescents and explores the resulting outcomes of brand love.

Design/methodology/approach

About 37 in-depth interviews, including three exercises, were conducted with adolescents aged 11–16. The first and second exercises used projective techniques to explore respondents’ culture-bound love relationships with their favorite brands. Using the laddering technique, the third exercise investigated the critical drivers of respondents’ brand love.

Findings

The study reveals that adolescents derive value through attribute-benefit-value linkages from the consumption experience, leading to brand love. The customer value–brand love dynamics result in adolescents’ customer engagement behavior. Additionally, Indian adolescent customers seek brand consumption as a medium to instate their social identity and achieve hedonic pleasure from the experience. The study highlights the role of socialization and attitudinal autonomy in shaping adolescent–brand interactions.

Originality/value

The study could be relevant for both academicians and practitioners as they unveil the consumer psychology of contemporary adolescents in emerging countries like India and how similar or different they are from adult consumers. Also, there are very few adolescent–brand relationship studies in the past that have been deliberated in the context of food brands. Brand managers may design their product development and communication appeals around higher levels of abstraction in the attribute-benefit-value linkages discovered by this study.

Details

South Asian Journal of Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-628X

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