Vishal Singh Patyal, Sudhir Ambekar, Anand Prakash, Dipayan Roy and Amit Hiray
The present study proposes a model to examine the cultural fit between buyers and suppliers for establishing synergies in their processes and practices.
Abstract
Purpose
The present study proposes a model to examine the cultural fit between buyers and suppliers for establishing synergies in their processes and practices.
Design/methodology/approach
This study assessed buyers' culture through the Competing Values Framework and used Quality Management Practices Model as a proxy to assess suppliers' culture. The data from 262 paired respondents were used for this analysis. This survey was administered in India, using linear snowball-sampling technique. This study applied 3SLS regression for each culture group separately.
Findings
This study has instituted the cultural fit between the buyers' and suppliers' culture. It is observed that for getting synergies between cultures, buyers need to choose a set of suppliers which have similar cultural traits.
Research limitations/implications
This study presents empirical findings based on data from Indian manufacturing firms. These findings need testing in other developing countries and other sectors.
Practical implications
Organizations can formulate right policies for supplier selection based on the cultural fit between buyers and suppliers.
Originality/value
With increasing role of suppliers in the value chain, organizations around the world need to work with the right suppliers for gaining a sustainable competitive advantage. Selection of the right suppliers depends on the cultural fit between buyers and suppliers that, in turn, depends on the selection of the right suppliers based on the prevailing culture.
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Vishal Singh Patyal, Sudhir Ambekar and Anand Prakash
The purpose of this paper is to establish the relationship between organizational culture (OC) and total quality management (TQM) practices in the Indian construction industry.
Abstract
Purpose
The purpose of this paper is to establish the relationship between organizational culture (OC) and total quality management (TQM) practices in the Indian construction industry.
Design/methodology/approach
A questionnaire survey was conducted to draw valid empirical data from 200 construction firms in India. The dominant culture was identified using cluster analysis.
Findings
The findings of cluster analysis show four emergent clusters, namely, internal, flexible, comprehensive and control. The OC profile of the Indian construction organizations is dominated by internal focus characterized by the features of both group and hierarchical cultures of Competing Values Framework (CVF). Furthermore, the results revealed that the comprehensive focus culture is the most suitable culture in addition to the internal and flexibility focus cultures for the implementation of TQM in India.
Practical implications
Before implementing the TQM practices, managers in construction organizations need to be aware of cultural orientation emphasized in their organizations to facilitate the effective implementation of TQM.
Originality/value
This paper contributes to the existing literature by providing empirical evidence that leads to the association between OC and TQM practices. The study proposes besides the internal and flexibility focus cultures, the comprehensive focus culture within the Indian construction industry are key drivers for the successful implementation of TQM practices.
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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…
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.
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Vishal Singh Patyal and Maddulety Koilakuntla
The purpose of this paper is to explore the relationship between quality management (QM) and performance, specifically how the infrastructure and core QM practices affect quality…
Abstract
Purpose
The purpose of this paper is to explore the relationship between quality management (QM) and performance, specifically how the infrastructure and core QM practices affect quality and business performance, in Indian manufacturing organizations.
Design/methodology/approach
In this study, the empirical data were drawn from 262 manufacturing organizations in India. The research model was tested using the structural equation modeling technique.
Findings
The findings of the empirical study revealed that infrastructure QM practices have a positive effect on core QM practices and indirectly on quality performance, whereas, core QM practices have a positive effect on quality performance. Also, quality performance has a positive effect on business performance.
Research limitations/implications
This study considered QM from two dimensions (infrastructure and core quality practices), the study further contributes to the understanding of the different roles played by diverse QM dimensions in determining business performance in terms of increased return on investment, shareholder and stakeholder value.
Practical implications
The study showed that infrastructure quality practices support the application of core quality practices. Therefore, managers must develop and maintain their organization’s quality system and sufficient resources need to be allocated to both types of practices in order to achieve the superior business performance.
Originality/value
This study considers both total quality management and Six Sigma practices for defining a new set of infrastructure and core QM practices in Indian manufacturing organizations.
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Vishal Singh Patyal, Sachin Modgil and Maddulety Koilakuntla
The aim of this paper is to deploy Six Sigma (SS) methodology for addressing the customer complaints pertaining to Chemical-X in an Indian chemical company.
Abstract
Purpose
The aim of this paper is to deploy Six Sigma (SS) methodology for addressing the customer complaints pertaining to Chemical-X in an Indian chemical company.
Design/methodology/approach
The study followed a structured Define, Measure, Analyze, Improve, Control (DMAIC) approach to address the customer complaints. The complaints have been classified into different categories along with a project charter in the define phase. In the measure phase, measurement system analysis (MSA) and supplier, input, process, output and control (SIPOC) have been applied. In the analyze and improve phase, why–why analysis, process capability study, how–how analysis, Gage repeatability and reproducibility and Taguchi design have been applied to optimize the manufacturing process parameters for Chemical-X. Lastly, in the control phase, validation of 20 batches has been piloted to validate the optimized parameters.
Findings
The findings of this study highlight the optimization and prioritization of the process parameters. It shows that humidity has the least impact on the manufacturing of Chemical-X, whereas shift type has the maximum impact. The experimental output indicates that the 1st Shift, the holding time after grinding should be twenty-four hours, and the temperature after grinding should be 40 °C to reduce the customer complaints concerning lumps formation in Chemical-X.
Research limitations/implications
The study is performed for a single product (Chemical-X). It has focused only from the manufacturing process view and not from the transportation, suppliers and downstream supply chain view.
Originality/value
A systematic and data-driven approach of the SS methodology ensured that the customer complaints due to lumps formation reduced from 5% (approx.) to 1% (approx.) which resulted in the cost saving of INR 4 million (approx.) annually.
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Vishal Singh Patyal, P.R.S. Sarma, Sachin Modgil, Tirthankar Nag and Denis Dennehy
The study aims to map the links between Industry 4.0 (I-4.0) technologies and circular economy (CE) for sustainable operations and their role to achieving the selected number of…
Abstract
Purpose
The study aims to map the links between Industry 4.0 (I-4.0) technologies and circular economy (CE) for sustainable operations and their role to achieving the selected number of sustainable development goals (SDGs).
Design/methodology/approach
The study adopts a systematic literature review method to identify 76 primary studies that were published between January 2010 and December 2020. The authors synthesized the existing literature using Scopus database to investigate I-4.0 technologies and CE to select SDGs.
Findings
The findings of the study bridge the gap in the literature at the intersection between I-4.0 and sustainable operations in line with the regenerate, share, optimize, loop, virtualize and exchange (ReSOLVE) framework leading to CE practices. Further, the study also depicts the CE practices leading to the select SDGs (“SDG 6: Clean Water and Sanitation,” “SDG 7: Affordable and Clean Energy,” “SDG 9: Industry, Innovation and Infrastructure,” “SDG 12: Responsible Consumption and Production” and “SDG 13: Climate Action”). The study proposes a conceptual framework based on the linkages above, which can help organizations to realign their management practices, thereby achieving specific SDGs.
Originality/value
The originality of the study is substantiated by a unique I-4.0-sustainable operations-CE-SDGs (ISOCES) framework that integrates I-4.0 and CE for sustainable development. The framework is unique, as it is based on an in-depth and systematic review of the literature that maps the links between I-4.0, CE and sustainability.
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Vishal Singh Patyal and Maddulety Koilakuntla
The purpose of this paper is to empirically examine the organizational culture (OC) of the competing values framework (CVF) on quality management (QM) practices. Specifically, it…
Abstract
Purpose
The purpose of this paper is to empirically examine the organizational culture (OC) of the competing values framework (CVF) on quality management (QM) practices. Specifically, it tests OC on two views, QM practices, i.e. the infrastructure quality and core QM practices.
Design/methodology/approach
The proposed hypotheses were tested using empirical data drawn from 262 manufacturing organizations in India. The research model developed was analyzed using structural equation modeling technique.
Findings
The findings of this study revealed that the hierarchical and rational cultures are the dominant types of culture, and top management commitment and Six Sigma structure are the most important aspects of the infrastructure and core QM practices in Indian manufacturing organizations. Further, the results of the study showed that group culture and development culture are the most supportive culture types for both infrastructure and core QM practices. On the contrary, hierarchical and rational culture types are the least supportive for infrastructure and core QM practices. The study proposes the need for the mixed culture approach that facilitates the adoption of business strategies
Practical implications
Before implementing infrastructure and core QM practices, managers must understand the importance of cultural values in their organization to facilitate effective implementation of QM.
Originality/value
This paper contributes to the existing literature by providing empirical evidence leading to the relationship between OC and QM practices. This is the first study that empirically examined the Indian cultural context using CVF, thus contributing to the scarce body of literature particularly in the developing countries.
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Sudhir Ambekar, Rohit Kapoor, Anand Prakash and Vishal Singh Patyal
This paper aims to attempt to examine pressures, incentives, processes and practices used for sustainable sourcing. Further, it also proposes a framework to provide a composite…
Abstract
Purpose
This paper aims to attempt to examine pressures, incentives, processes and practices used for sustainable sourcing. Further, it also proposes a framework to provide a composite method for monitoring and controlling the sustainability aspects of supply management. This would enable suppliers to consider buyers’ requirements, translate these into suitable strategies, assess suppliers’ capabilities and also judge the impact of these strategies on suppliers.
Design/methodology/approach
This study opts for literature review as a method. In total, 150 research papers in peer-reviewed English language journals were reviewed to examine the pressures, incentives, processes and practices used for sustainable sourcing.
Findings
This study attempts to answer the “why”-, “what”- and “how”-related questions about sustainable sourcing. It is observed that research in sustainable sourcing is multileveled and involves various functional departments in a firm. It is diverse and fragmented and is more concentrated on certain geographic areas, industries and methodologies.
Practical implications
This study can be helpful to both researchers and practicing managers. It provides a snapshot of the work done on sustainable sourcing, which can be used as a base for research addressing specific aspects of sustainable sourcing or for building strategies related to sustainable sourcing.
Originality/value
This study takes the present reviews available in the literature forward and provides a generic view of sustainable sourcing and proposes a composite method for monitoring and controlling the sustainability aspects of supply management. It attempts to consolidate the diverse literature presently available on sustainable sourcing.
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Sudhir Ambekar, Anand Prakash and Vishal Singh Patyal
The purpose of this paper is to propose a low carbon culture (LCC) adoption model for gaining the right carbon capabilities by integrating the dimensions of flexibility or control…
Abstract
Purpose
The purpose of this paper is to propose a low carbon culture (LCC) adoption model for gaining the right carbon capabilities by integrating the dimensions of flexibility or control and external or internal of competing values framework (CVF) with that of level of carbon emission (LCE).
Design/methodology/approach
This study reviewed literature related to low carbon supply chain, CVF and carbon capabilities to synthesize currently available frameworks for assessing culture and carbon-related insights. Based on these insights, this study proposes the carbon culture adoption model and presents some research propositions.
Findings
This study has extended categorization of culture suggested in CVF from four categories to eight distinct categories by adding “LCE” as a third dimension. The new categories of carbon culture are: “Red,” “Antagonist,” “Obligatory,” “Early Adopter,” “Follower,” “Transitive,” “Pragmatist” and “Green.” This categorization of organizations would help in selecting appropriate low carbon practices (LCPs).
Research limitations/implications
This study presents purely conceptual framework with some research propositions which needs to be empirically tested.
Practical implications
Organizations can formulate right policies for low carbon capabilities based on the LCC of their supply chain.
Originality/value
With increasing awareness about environment across stakeholders, organizations around the world are under pressure to reduce their carbon footprints. The extent of reduction in carbon footprints depends on the right capabilities across the supply chain which in turn depends on selection of the right combination of LCPs based on the supply chain culture.
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Vishal Singh Patyal and Maddulety Koilakuntla
The purpose of this paper is to develop and validate a scale for infrastructure and core practices, including total quality management (TQM) and Six Sigma practices, in the Indian…
Abstract
Purpose
The purpose of this paper is to develop and validate a scale for infrastructure and core practices, including total quality management (TQM) and Six Sigma practices, in the Indian manufacturing organizations.
Design/methodology/approach
In this study, a psychometric systematic scale development procedure has been adopted and executed, which includes three phases. Phase 1 includes item generation and selection through expert opinion. In Phase 2, scale refinement using item analysis, exploratory factor analysis, confirmatory factor analysis (CFA), and convergent and discriminant validity have been carried out. Finally, in Phase 3, scale validation through the replication of CFA and nomological validity assessment has been conducted. Also, a higher order measurement and structural model has been used to assess predictive validity of infrastructure and core practices.
Findings
The findings of the empirical study resulted in a 45-item scale that measures Infrastructure practices (top management commitment, workforce management, supplier relationship, customer relationship management, Six Sigma role structure) and core practices (process management, product/service design, quality information and analysis, Six Sigma metric, Six Sigma structure), considering both TQM and Six Sigma practices. Also, the higher order predictive validity assessment model suggested that core practices have a higher impact on quality performance than infrastructure practices.
Research limitations/implications
This study considered TQM and Six Sigma practices for defining infrastructure and core practices. However, future studies may include other quality tools in infrastructure and core quality practices such as Lean, Kaizen, and others in the measurement model to get more concrete results.
Practical implications
This reliable and valid scale will help managers measure the level of QM in order to enhance business performance.
Originality/value
This study symbolizes a first-time attempt for developing a validated tool to measure infrastructure and core practices in the Indian manufacturing organizations.