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Article
Publication date: 22 March 2019

Rahul Vishwanath Dandage, Shankar S. Mantha and Santosh B. Rane

International projects very commonly experience failure due to various factors at the global level. Especially, large projects at the international level virtually have no chance…

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Abstract

Purpose

International projects very commonly experience failure due to various factors at the global level. Especially, large projects at the international level virtually have no chance of meeting scope, time, cost and quality. This fact has been underlined by most of the international surveys and published literature. Effective risk management plays a vital role in preventing projects from failure by implementing appropriate risk response strategies. The success of risk management will be based on the understanding of various risk categories which specifically affect international projects, analysis of their interdependence, prioritize them according to their importance and develop strategies for risk management based on the prioritization. The paper aims to discuss these issues.

Design/methodology/approach

This paper represents typical eight risk categories frequently observed in the international projects through literature survey and feedback from project professionals. Interpretive structural modeling (ISM) and Matrice d’Impacts croises-multiplication applique´ an classment (MICMAC) analysis have been used to analyze the interactions among the risk categories and prioritize them. The strategy management tool threats, opportunities, weaknesses and strengths (TOWS) matrix has been used to develop the strategies for effective project risk management.

Findings

The analysis represents political risks, contractual and legal risks, cultural risks, and financial and economic risks as the highest priority risk categories, the mitigation of which should be paid the highest attention. The strengths-threats strategy has been applied to develop the strategies by identifying the various internal strengths of project organization to overcome the various threats caused by the eight risk categories observed in international projects.

Research limitations/implications

This paper tries to represent the prioritization of international project risk categories which are generic in nature. For any specific international project, the risk categories as well as their prioritization may be slightly varying. The tool used for prioritization; Interpretive structural modeling (ISM) is more suitable for few numbers of variables as it becomes complex as the number of variables increases. The strengths and threats considered for developing strategies using TOWS matrix are based on the feedback from project professionals and may vary according to the nature of project.

Originality/value

This paper uses ISM and MICMAC for risk prioritization in international projects and TOWS matrix for developing risk management strategies. This may trigger new opportunities for in-depth research in the risk management strategy development for international projects.

Details

International Journal of Managing Projects in Business, vol. 12 no. 4
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 11 January 2021

Rahul Vishwanath Dandage, Santosh B. Rane and Shankar S. Mantha

Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate…

1285

Abstract

Purpose

Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects.

Design/methodology/approach

In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed.

Findings

DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension.

Research limitations/implications

This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated.

Originality/value

Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.

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Article
Publication date: 2 January 2023

Dinesh Haribhau Kamble, Vikas M. Phalle, Shankar S. Mantha and Sanjay Rangrao Pawar

Where combined radial and axial loads act on the bearing, the conical journal bearing is best suited. Large turbines, generators, compressors and other machinery perform better…

136

Abstract

Purpose

Where combined radial and axial loads act on the bearing, the conical journal bearing is best suited. Large turbines, generators, compressors and other machinery perform better while using conical hydrodynamic journal bearings (CHJBs). The bearings worn out and the performance suffered because of regular use and numerous start and stop operations.

Design/methodology/approach

The performance of CHJB is evaluated using both analytical and experimental methods in this paper. The analytical method for resolving Reynolds equation uses spherical coordinate system and finite element analysis. On the CHJB test rig, data is collected for different radial loads with 10°, 20° and 30° semi-cone angles using hydraulic oil of viscosity grade ISO VG46.

Findings

The findings of this paper demonstrate that at various semi-cone angles for worn-out bearings, the maximum pressure developed increases with increasing radial load.

Originality/value

This paper provides analytical and experimental performance of CHJBs considering the effect of abrasive wear that is caused because of frequent start and stop operations of machine. The results of wear impact on CHJBs will be helpful for researchers and design engineers.

Details

Industrial Lubrication and Tribology, vol. 75 no. 2
Type: Research Article
ISSN: 0036-8792

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Article
Publication date: 19 April 2018

Rahul Dandage, Shankar S. Mantha and Santosh B. Rane

The purpose of this paper is to review the risk categories which are predominant in international projects and to rank them according to their effect on project success.

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Abstract

Purpose

The purpose of this paper is to review the risk categories which are predominant in international projects and to rank them according to their effect on project success.

Design/methodology/approach

A literature survey of peer-reviewed journal articles, survey reports and books on project management is used as the research methodology. One among the various multi-criteria decision making methods named as Technique for Order Preference by Similarity to the Ideal Solution (TOPSIS) has been used to rank the risk categories according to their importance. The data for TOPSIS were collected through questionnaire as the research instrument.

Findings

The findings derived from evaluation of the publications led to the identification of eight different types of risk categories associated with international projects. The TOPSIS method resulted into political risks, technical risks and design-related risks as the top three risk categories in international projects. Contractual and legal risks and fraudulent practices-related risks are relatively low-ranked risk category.

Research limitations/implications

The findings will be useful in successful implementation of international projects as the knowledge of risk categories and their ranking will help project manager to plan the risk response strategies. A larger sample size for decision makers and more variety of projects can give more exhaustive risk categories and their ranking.

Practical implications

This paper explores eight different risk categories in international projects. It represents the ranking of risk categories according to their importance in project success. This will be helpful to project managers for developing a general framework for planning the appropriate risk response strategies.

Social implications

Governments of many countries around the world are encouraging their industries to undertake and successfully complete projects in foreign countries. However, many industries experience failure in projects as they fail to implement the risk management (RM) effectively in international projects. This research work provides the risk categories in international projects and their ranking which can assist in developing strategies to respond the risk appropriately.

Originality/value

This paper uses the TOPSIS method for ranking major types of risk categories in international projects. It might represent new opportunities for rigorous and relevant research that would contribute to an in-depth knowledge of RM methodologies.

Details

International Journal of Managing Projects in Business, vol. 11 no. 2
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 27 May 2014

Jagdish R. Jadhav, Shankar S. Mantha and Santosh B. Rane

– The purpose of this paper is to present an analysis of research on lean focusing on barriers in its implementation through a systematic literature survey.

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Abstract

Purpose

The purpose of this paper is to present an analysis of research on lean focusing on barriers in its implementation through a systematic literature survey.

Design/methodology/approach

A literature survey of peer-reviewed journal articles, survey reports, master theses, doctoral theses and paradigmatic books with managerial impact is used as the research methodology.

Findings

The findings derived from the evaluation of the publications analyzed have led to the identification of 24 lean barriers. The success of lean implementation will not be entirely based on application of appropriate tools and techniques alone but also on the top managements' involvement and leadership, workers' attitude, resources and the organizational culture.

Research limitations/implications

This literature survey is primarily focused on lean implementation in the manufacturing sector.

Practical implications

This paper explores barriers for successful lean implementation and provides a concise description of the barriers that will be helpful for further studies in the domain of lean manufacturing.

Social implications

Government of many countries around the world is encouraging and helping small- and medium-scale industries to understand and implement lean systems by preparing accessible database of lean consultants, providing financial assistance for training by professionals and establishing professional associations. However, many industries experienced failure in lean implementation. This research work provides a launching pad to develop a strategy to tackle barriers for successful lean implementation.

Originality/value

This paper puts forward the key barriers that should be tackled for successful lean implementation. It might represent new opportunities for rigorous and relevant research that would contribute to more translucent knowledge of lean being gained.

Details

International Journal of Lean Six Sigma, vol. 5 no. 2
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 27 February 2020

Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.

1047

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

What is risk? Within an organization, risk itself can pose a number of challenges if it is not understood or defined consistently. For example, a typical risk might be disruptors entering the main market a firm operates in. For an owner, they may dismiss the risk as they do not see the disruptor as a direct rival due to their different approach. For a sales director, they may see the risk as real but remote until data tells them otherwise. For a product manager, they may see the risk as potentially disastrous unless they pivot in some way to mitigate the threat it poses. Unless there is a hymn sheet people can all sing from, there is a very real “risk” that a lack of joined up thinking can lead to a very muddled response to the disruptive threat and a distinct lack of strategic direction.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Original/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 36 no. 4
Type: Research Article
ISSN: 0258-0543

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Article
Publication date: 25 April 2023

Purushothaman Mahesh Babu, Jeff Seadon and Dave Moore

The purpose of this paper is to highlight the prominent cognitive biases that influence Lean practices in organisations that have a multi-cultural work environment which will aid…

376

Abstract

Purpose

The purpose of this paper is to highlight the prominent cognitive biases that influence Lean practices in organisations that have a multi-cultural work environment which will aid the organisational managers and academics in enhancing the understanding of the human thought process and mitigate them suitably.

Design/methodology/approach

A multiple case study was conducted in organisations that were previously committed to Lean practices and had a multi-cultural work environment. This research was conducted on five companies based on 99 in-depth semi-structured interviews and seven process observations that sought to establish the system-wide cognitive biases present in a multi-cultural Lean environment.

Findings

The novel findings indicate that nine new biases influence Lean implementation and practices in a multi-cultural environment. This study also found strong connectivity between Lean practices and 45 previously identified biases that could affect positively or negatively the lean methodologies and their implementation. Biases were resilient enough that their influence on Lean in multi-cultural workplaces, even with transient populations, did not demonstrate cultural differentiation.

Research limitations/implications

Like any qualitative research, constructivism and narrative analyses are subjected to understanding based on knowledge gained on the subject, and data may have been interpreted differently. Constructivist co-recreation of process scenarios based result limitations is therefore acknowledged. The interactive participation in exploring the knowledge sought after and interaction that could have a probable influence on the participant need to be acknowledged. However, the research design, multiple methods of data collection, generalisation based on data collection and analysis methods limit the effects of these and findings are reliable to a greater extent.

Practical implications

The results can provide an enhanced understanding of biases and insights into a new managerial approach to take remedial steps on biases’ influence on Lean practices that can result in improved productivity and well-being from a business process perspective. Understanding and mitigating the prominent biases can aid Lean manufacturing processes and support decision makers and line managers in improving lean methodologies’ effectiveness and productivity. The biases can be negated and used to implement decisions with ease. The influence of biases and the model could be used as a basis to counter implementation barriers.

Originality/value

To the best of the authors’ knowledge, this is the first study that connects the cognitive perspectives of Lean business processes in a multi-cultural environment to identify the cognitive biases that influence Lean practices in organisations that were previously committed to Lean practices. The novel findings indicate that nine new biases and 45 previously identified biases influence Lean implementation and practices in a multi-cultural environment. The second novelty of this study shows the connection between cognitive biases, Lean implementation and practices in multi-cultural business processes.

Details

International Journal of Lean Six Sigma, vol. 14 no. 7
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 17 September 2019

Santosh B. Rane, Yahya Abdul Majid Narvel and Bhaskar M. Bhandarkar

The ability of an organization to observe varying demands and efficiently meet them can be described as agility. Project procurement management (PPM) in the past was stable as…

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Abstract

Purpose

The ability of an organization to observe varying demands and efficiently meet them can be described as agility. Project procurement management (PPM) in the past was stable as things did not change very often and were very predictable. Due to hyper-competition, less predictable market and exponential innovation, the existing PPM becomes very unstable which marks the requirement of an agile model to manage procurement projects effectively. The paper aims to discuss this issue.

Design/methodology/approach

For achieving the improvements, various barriers to improving agility in PPM were identified from the literature and experts’ review, followed by obtaining quantified impacts of identified barriers from the experts using the Delphi technique. Finally, interpretive structural modeling along with Matrice d’ Impacts Croises Multiplication Appliqué an Classement analysis was used to analyze the interactions among barriers to prioritize and strategize their mitigation.

Findings

As per the analysis, the lack of top management alignment and commitment, lack of digital strategy, lack of new technology competencies and inefficiencies of financial factors were the most critical barriers that would come across while improving agility in PPM for any organization. Industries should have a stable, well-established and supportive top management that has a vision for digital transformation along with upgrading the companies’ technology layer for automating most of the manual processes to have intelligent decision-making capability.

Originality/value

Industries need to be agile in their operations for being more competitive and responsive to the market. PPM being the most critical part of the entire value chain needs to be agile in the first place. The strategies developed as an output of this research can be utilized by industries for improving agility in their business processes.

Details

Business Process Management Journal, vol. 26 no. 1
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 12 July 2021

Sudhir Ambekar, Dipayan Roy, Amit Hiray, Anand Prakash and Vishal Singh Patyal

This study attempts to identify and analyse the barriers to implementing a reverse logistics (RL) system in Indian Construction, Real estate, Infrastructure and Project (CRIP…

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Abstract

Purpose

This study attempts to identify and analyse the barriers to implementing a reverse logistics (RL) system in Indian Construction, Real estate, Infrastructure and Project (CRIP) sectors and present a structured model to identify interdependencies among them.

Design/methodology/approach

The barriers to implementing RL in CRIP sectors in India were identified using a Delphi study. The interdependencies were identified using Interpretive Structural Modeling (ISM). Further, using the Matriced' Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis, the barriers were classified on the basis of their driving power and interdependencies.

Findings

The study has identified ten barriers that can hamper the application of an RL system in CRIP sectors. The finding of the ISM model shows that macro level barriers such as lack of awareness of reverse logistics, insufficient government policies and unavailability of standard codes stimulate each other and also drive all other barriers. The organization-specific barriers operating at the strategic/tactical level, namely, company's rigid mechanism, lack of awareness of economic profits, inadequate company’s organizational policies and lack of training, reluctance from stakeholders, scarcity of resources and finance from company are found at the intermediate level of hierarchy and they can be influenced by the barriers at the lower level and influence the barriers on the and higher levels. The operational level barrier namely “Inadequate Information Technology system” is at the top of the hierarchy and can be driven by all the barriers at the lower level.

Research limitations/implications

The present findings are based on the opinions of experts only from Indian CRIP sectors so the results may require to be validated in other contexts.

Practical implications

The structural model presenting the interdependencies will be a guide for the CRIP supply chain professionals in understanding and ranking the barriers they may face while implementing the RL system.

Originality/value

The study contributes to the existing literature by providing a set of barriers and their interdependencies faced during the implementation of an RL system implementation in CRIP sectors. It is one of the first studies which identifies barriers applicable to the CRIP firms in India and models their inter-dependencies. Additionally Consequently, these firms can make a move forward towards a circular economy by overcoming these interlinked barriers.

Details

Engineering, Construction and Architectural Management, vol. 29 no. 7
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 3 May 2021

Bharat Singh Patel, Murali Sambasivan, R. Panimalar and R. Hari Krishna

The purpose of this study is to categorize and analyse the drivers and barriers of Lean Manufacturing (LM) and subsequently, based on the structural model develop a house of lean…

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Abstract

Purpose

The purpose of this study is to categorize and analyse the drivers and barriers of Lean Manufacturing (LM) and subsequently, based on the structural model develop a house of lean management which will give an idea to the academicians and practitioners about the factors that are critical to implement lean practices in an organization.

Design/methodology/approach

A list of drivers and barriers was prepared based on the literature review and opinions from experts. Total Interpretive Structural Modelling (TISM) was utilized to build a structural hierarchy of the drivers and barriers of LM. The structural hierarchy was utilized to build the house of lean management.

Findings

Based on the hierarchy developed, the elements (drivers and barriers) of LM are classified into three groups: bottom-level, middle-level and top-level elements. To develop a house of lean management, bottom-level of elements were considered as a foundation, middle-level elements were considered as pillars and top-level elements were considered as a beam. Finally, foundation, pillars and beam of the house were used to support the roof (which is value to customers and profitability to firm).

Practical implications

The outcome of this research can assist researchers as well as practitioners to enhance the significant drivers and to reduce the impact of hazardous barriers for the better implementation of lean practices.

Originality/value

This research is a novel approach, as it visibly demonstrates both the drivers and barriers, examines the interrelationships among them in order and shows them pictorially as the house of lean management.

Details

The TQM Journal, vol. 34 no. 5
Type: Research Article
ISSN: 1754-2731

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