Search results

The purpose of this study is to examine how Industry 4.0 (I4.0) implementation might improve marketing performance (MP). Early adopters now have the chance to capitalize on the advantages of this successful implementation owing to the transition to I4.0. To improve MP, businesses must be able to identify and manage their effective implementation of I4.0 technologies, which are essential to improve industrial performance.

A survey was created and sent to 311 samples of manufacturing companies. To investigate the hypothesis created in this context, the study includes a survey-based analysis. To present the study’s findings, partial least squares-structural equation modeling has been used.

According to the findings, it can be concluded that an efficient implementation of Industry 4.0 (EII) can improve MP by positively impacting consumer loyalty and increasing customer loyalty (CL) positively enhancing by product customization (PC). The study’s key results, however, are how both PC and CL affect MP.

The intensive production technologies that are at the center of I4.0 will be better understood by professionals thanks to this study. The Internet of Things, artificial intelligence, additive manufacturing, sophisticated robots and many more are examples of these technologies. I4.0’s application strengthens efficiency and high-quality production. The I4.0 concept is gaining popularity in both developed and emerging countries due to its higher performance. Additionally, business people are actively working to implement I4.0 and make it a big success.

The study identifies the successful adoption of I4.0 that has a substantial impact on businesses’ MP. However, there is a lack of noteworthy studies that can concentrate on the marketing reach with I4.0 deployment. As a result, the goal of the current research is to comprehend how I4.0 will affect MP.

The paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been considered as organizational variables. The study also aims to shed light on the implementation horizontal strategy in conglomerates.

A survey was carried out with 122 conglomerate firms for examination. These companies were chosen to be of different sizes and sectors. The multiple regression analysis was utilized to analyze the data.

The results reveal that conglomerate firms also have a horizontal strategy. Additionally, organizational cultural dimensions namely, collectivism, clan culture, market culture and long-term orientation; formal and informal relationship; and horizontal organization structure (HOS) have positive and significant relationship with horizontal strategy. No significant relationship was found between uncertainty avoidance and adhocracy culture, and horizontal strategy.

The major contributions of this study are explicitly identified as horizontal strategy exists in the conglomerate firms where the few organizational variables play a significant role in horizontal strategy implementation.

This study has been done in an effort to make supporting guidelines to fill the gaps in conglomerate firms. This study offers an effective role of cultural dimensions and structure as drivers of horizontal strategy implementation, and this study spells out and extends the literature and proposes a conceptual framework.

This study attempts to analyze the overall effectiveness of Lean System (LS)-based India post facility layout design (FLD) selection.

We have grouped all Lean Six Sigma elements into three different categories: Lean Technical Practices, Lean Workplace Environment Practices, and Lean Ergonomics Practices based on literature support and field surveys in the Indian postal service. Further, it employs a mathematical model known as the graph theory (GT) method. From the GT approach, interactions were identified through LS tools represented through the digraph, matrix model approach. This study was directed at the National Sorting Hub in Mysuru, Karnataka, in the southern part of India. A number of insights were given in the GT area where FLD is possible to evaluate.

The results showed that Layout five has the highest value, followed by Layout one from the GT approach. The relative relevance and effect values are given as inputs to the permanent function in the digraph technique, and an evaluation index is obtained as an output.

When solving any optimization issue with a high number of attributes, the digraph and matrix technique is successful. The layouts that have been identified have yielded valuable insights into how to enhance critical decision-making processes, which are necessary to accomplish company strategic objectives like growing postal business services.

The process operations carried out in India post service as well as its heterogeneity of articles and the intangible measures of production are the significant challenges to keenly analyze the layout design through lean service principles.

Recent technological advancements, often linked to Industry 4.0, require organizations to be more agile and innovative. Blockchain technology (BT) holds immense potential in driving organizations to achieve efficiency and transparency in supply chains. However, there exist some insurmountable challenges associated with the adoption of BT in organizational supply chains (SC). This paper attempts to categorically identify and systematize the most influential challenges in the implementation of BT in SC.

This study resorts to an extensive literature review and consultations with experts in the field of supply chain management (SCM), information technology and academia to identify, categorize and prioritize the major challenges using VlseKriterijumska Optimizacija I Kompromisno Resenje (VIKOR) and Combined Compromise Solution method (CoCoSo).

The top three classes of challenges revealed in this study are privacy challenges (PC), infrastructure challenges (IC) and transparency challenges (TC). Maintaining a balance between data openness and secrecy and rectification of incorrect/erroneous input are the top two challenges in the PC category, integration of BT with sustainable practices and ensuring legitimacy are the top two challenges in the IC category, and proper and correct information sharing in organizations was the top most challenge in the TC category.

Future scholars and industry professionals will be guided by the importance of the challenges identified in this study to develop an economical and logical approach for integrating BT to increase the efficiency and outcome of supply chains across several industrial sectors.

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.

The paper aims to identify key human and operational focused barriers to the implementation of Total Quality Management (TQM). It develops a comprehensive structural relationship between various barriers to successfully implement TQM for sustainability in Indian organizations.

With the help of expert opinions and extant literature review, we identified the case of TQM failure companies and barriers to implement TQM effectively. Interpretive Structural Modeling (ISM) and fuzzy MICMAC techniques are employed to develop a structural model and the identified barriers are categorized based on their dependence and driving power in the various categories.

From the intensive case analysis, we identify fourteen barriers that constrain the successful implementation of TQM. The findings also provide a hierarchy of barriers in which the absence of top management involvement and ineffective leadership are the human barriers having the highest dependence.

The critical inputs show the implementation of TQM in the firms being more proactive and well prepared in the selected five companies. The study's emphasis on barriers will help organizations in implementing TQM for better sustainability in an organizational context.

In the successful implementation of TQM, barriers need to be identified because failure has often eliminated the organizations from the market. Thus, TQM is the source of strength to achieve higher productivity, profitability, and sustainable business performance. The barriers must be identified to improve organizational performance to contribute to sustainable development.

This study aims to set out to identify and evaluate potential obstacles to successfully implementing lean construction (LC) as a result.

Several indicators were recognized as major obstacles following an exhaustive assessment of the literature and a multicriteria decision analysis based on the analytic hierarchy process (AHP) of information obtained from a questionnaire survey that was directed to practitioners in the Indian construction industry.

The results of this AHP model suggest that “Managerial” and “Inadequate resources” categories with a priority weight of “0.361” and “0.309” have the highest levels of influence, respectively, while “Inadequate knowledge” and “just in time (JIT)” categories with a priority weight of “0.053” and “0.034” have the lowest levels of influence, respectively.

Construction companies can use the study’s findings as a guide to determine whether they are ready to embrace LC, learn more about the components needed for implementation or investigate any challenges that may arise. These businesses can then create plans to promote the adoption and application of the lean philosophy.

The Indian construction industry may see great success with LC management initiatives. LC concepts have been adopted by many nations, but during the past 20 years, there has only appeared to be a limited amount of lean implementation in the Indian construction industry. It seems that several structural and cultural barriers are preventing its effective implementation. Organizations will not be able to determine what improvement efforts are required, where these efforts should be directed or which initiatives could provide the best outcomes if they are unaware of the elements that influence the effective implementation of LC.

The study aims to identify organizational variables of quality 4.0 for an Indian manufacturing company in the case of digital transformation. Furthermore, the organization enhances its quality 4.0 performances to its success based on the degree of relevance of these variables, insight into these variables and sub-factors to prioritize them.

Initially, two rounds of the survey were conducted with 11 decision-makers from the company made to receive organizational variables scores and prioritize the factors and sub-factors. Analytic Hierarchy Process (AHP) based research methodology has been proposed to assign the criterion weights and prioritize the identified variables.

The results of this AHP model demonstrate that “Committed Leadership” is recognized as the top positioned variable and most significant organizational variable, followed by Collaboration and Quality culture, which are developed at the next level. These essential organizational variables with their sub-categories' priorities are identified as contributing attributes.

The findings facilitate quality 4.0 in the digitalization era, which take into contemplating the current state of the business. Furthermore, the understanding of variables provides insightful guidance to analyze, solve complex problems and assess the efficacy of quality 4.0 in digital transformation.

The novelty of this study is to pinpoint, and evaluate the responsible organizational variables and prioritize them that lead to high productivity and competitive advantage considering the AHP method.

This research presents a study on the supply chain process of an Indian apparel industry considering various parameters involved. The study aims to identify the main parameters to improve the supply chain process and develop a comprehensive structural relationship to rank them to streamline the apparel supply chain process and business environment.

The team of five experts from this apparel industry was made to give scores to multiple parameters. The TOPSIS (Technique for Order of Preference by Similarity to Ideal Solution) technique is used to develop the model for eleven key parameters and then rank them.

Based on the data analysis the planning, customer and warehouse storage have emerged as top three key parameters while the non-replenishment approach, push and pull strategy and manufacturing of the product are identified as the bottom three parameters from a hierarchy level. These parameters have been ranked based on their contributing attributes in this apparel supply chain process.

The study provides an overall ranking of parameters and the implications are in the direction of helping the industry to improve its supply chain performances rather than focus only on productivity. Further, the key parameters are identified as critical inputs and show that the firms are being more proactive and well prepared comprised of the industry.

The study indicates that the key parameters are identified by this apparel brand to improve its supply chain process. The key supply chain process involves planning, manufacturing, distribution, end customer and returns logistics of the goods, etc. So, this research also provides the focused parameters on the supply chain performance received by end customer from the supplier and rank them for effectiveness and improve their overall organizational performance. It also provides a critical observation of their supply chain process improvement which includes different brand uses, strategies and approaches.

This study aims to identify how ICT appeared as an emergent business strategy and to investigate the impact of ICT adoption factors on the perceived benefits of micro, small and medium enterprises (MSMEs).

A total of 393 responses from Indian small and mid-size enterprises (SMEs) were collected for the final analysis. The study presents the partial least-squares structural equation modeling with the Chi-square test and descriptive analysis as a methodology based on numerous independent variables and one dependent variable.

The findings indicate that ICT adoption during and following the COVID-19 pandemic is constant in nature of the enterprise. Moreover, the results indicate that different adoption of ICT factors influence on perceived benefits of organizational performance of Indian MSMEs that lent good support except for the regulatory framework.

The implications of the current research help Indian MSMEs to take investment decisions in various technologies that help the organization. Furthermore, managers and practitioners help the organization in deciding which technology adoption factors are more critical to the betterment of the organization.

The study found certain ICT adoption factors that have a significant role in organizational performance in Indian MSMEs. Moreover, during COVID-19, investigate ICTs' role as a business strategy.