Connell / Agarwal / Sushil Global Value Chains, Flexibility and Sustainability

1. Auflage 2018
ISBN: 978-981-10-8929-9
Verlag: Springer Nature Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 345 Seiten

Reihe: Flexible Systems Management

This book provides a conceptual framework of global value chains, flexibility and sustainability, supported by research projects, case applications and models in various related areas organized into three parts. In the first part of the book, various authors discuss how to improve the efficiency and effectiveness of global value chains through various types of analyses. While the focus is on cluster management, and mergers and joint ventures, the legal aspects of control and liability concerning the integration of value chains, is also examined in one of the contributions. The second part includes chapters concerning 'Strategy and Flexibility'. Strategies concern topics such as inventory management, talent management, strategic alignment, decision making, behavioural change and HR systems. The third and final part of the volume concerns the topic of 'Sustainability', wherein the contributions focus on various initiatives intended to promote sustainability across respective value chains bearing in mind the concept of flexibility.  The book is a valuable resource for a varied audience, ranging from management students and researchers, to practicing business managers, as well as for professional institutions, consultants, and corporate organizations.

Julia Connell is an adjunct professor at Curtin University, visiting professor at the Graduate School of Business and research development advisor at Hasanuddin University, Indonesia. Prior to joining Curtin University, she was the Dean of Graduate Studies for the Australian Catholic University. Before that, she served as the Association Dean Postgraduate/ Director of the Graduate School of Business, University of Technology, Sydney. She has also held a number of other roles such as associate dean international, and director of research at other universities, and was a visiting/invited professor at various universities in the UK, France and Dubai. Professor Connell has published over 80 refereed journal articles and co-edited 5 books, many on employment-related issues, change and people development. Research concerning industry clusters, economic development and knowledge sharing led to her involvement in this conference. Professsor Connell has also consulted for a number of organizations such as the Australian Workplace and Productivity Agency, the NSW Police, local government Energy Australia and QBE. Renu Agarwal is an associate professor, Operations and Supply Chain Management in the Management Discipline Group within the UTS Business School, Sydney, Australia. As Director of Supply Chain Management programs, she provides leadership in service value networks, supply chain management, service innovation and dynamic capability building, management practices, and innovation and productivity. She has been instrumental in securing funding and managing both federal and state government grants on management practices for Australia and New Zealand in collaboration with LSE, McKinsey and Stanford. More recently, Dr. Agarwal has been instrumental in the development of the Australian Management Capability Survey in collaboration with Stanford University and funded by DIIS, and launched by the Australian Bureau of Statistics to 15000 Australian businesses to assess the impact of sustainable supply chain management, digital business and innovation management practices on innovation and productivity. She is also the Research Director, Future of Innovation and Innovative Systems at the Centre for Business and Social Innovation, UTS Business. Dr. Agarwal has published in several top-tier journals, including Decision Sciences, International Journal of Production Economics, International Journal of Production Research, International Journal of Operations and Production Management, and is the editor of The Handbook of Service Innovation. Currently she is the editor of the upcoming Routledge Companion to Global Value Chains: Reinterpreting and reimagining mega trends in the world economy, and guest editor of the special issue of the Global Journal of Flexible Systems Management titled 'The Future of Manufacturing Global Value Chains, Smart Specialization and Flexibility' by Springer. Sushil is Abdulaziz Alsagar chair professor (professor of strategic, flexible systems and technology management), and chair of the Strategic Management Group at the Department of Management Studies, Indian Institute of Technology Delhi. He has served as a visiting professor and delivered seminars in numerous leading universities, including Kyoto University, University of Minnesota, Stevens Institute of Technology, NJ, University of Lethbridge, Université Paris 1 Panthéon-Sorbonne, among others. He is an active researcher and has supervised more than 60 doctoral dissertations. He has written 20 books in the areas of flexibility, strategy, systems thinking, and technology management, and published over 300 papers in various refereed journals and conferences. He has pioneered the area of 'flexible systems management' and made original contributions to the field of knowledge in the form of interpretive approaches in management. He is the founder editor-in-chief of the Global Journal of Flexible Systems Management and serves on the editorial boards of leading international journals. He is the founder president of the professional body, 'Global Institute of Flexible Systems Management.' He has acted as a consultant to both governmental and industrial organizations, and has served as an independent director on the boards of RINL and HSCC. Sanjay Dhir is an assistant professor of Strategic Management at the Department of Management Studies, IIT, Delhi. He is also the coordinator for the Executive MBA (Technology Management) at DMS, IIT, Delhi, and Director, GIFT School of Strategic Alliances Management. He is a fellow (PhD) of the Indian Institute of Management (IIM) Lucknow. He worked at Mahindra and Mahindra Ltd (Automotive), R&D Department, Nasik, for three years. He has published several research papers in leading international journals, including case studies at Richard Ivey School of Business, Western Ontario jointly distributed by Ivey and Harvard Business School. His research papers have been presented and published as conference proceedings at several prestigious academic conferences such as Academy of Management (AoM), Academy of International Business (AIB), Strategic Management Society (SMS), Southern Management Association (SMA), International Simulation Conference of India (ISCI, IIT, Mumbai) and Strategic Management Forum (SMF, IIM Lucknow). His major areas of interest are strategic management, joint ventures, innovation management, management of change and transformation, implementation strategy and international strategy. He is also a coordinator of the stakeholders' engagement cell at IIT, Delhi, and associate editor of the Global Journal of Flexible Systems Management (Springer). He is also the editor of the e-journal 'Global Journal of Business Excellence' managed by the GIFT society, which aims to create and enhance business-excellence practices in Asia and the Pacific.

Autoren/Hrsg.

Connell, Julia

Agarwal, Renu

Sushil

Dhir, Sanjay

Inhaltsverzeichnis

1;Preface;6
1.1;References;13
2;Contents;14
3;Editors and Contributors;17
4;Global Value Chains;22
5;1 Valuation of Flexibility Initiatives Along the Value Chain;23
5.1;Abstract;23
5.2;1.1 Introduction;23
5.3;1.2 Flexibility Valuation: A Brief Review;24
5.4;1.3 Flexibility Initiatives Along Direct Value Chain;25
5.4.1;1.3.1 Inbound Logistics Flexibility;26
5.4.2;1.3.2 Operations Flexibility;27
5.4.3;1.3.3 Outbound Logistics Flexibility;27
5.4.4;1.3.4 Marketing and Sales Flexibility;28
5.4.5;1.3.5 After Sales Service Flexibility;28
5.5;1.4 Flexibility Initiatives Along Indirect Value Chain;29
5.5.1;1.4.1 Infrastructure Flexibility;29
5.5.2;1.4.2 Human Resource Flexibility;29
5.5.3;1.4.3 Technology Development Flexibility;30
5.5.4;1.4.4 Procurement Flexibility;30
5.6;1.5 Multi-criteria Valuation Using IRP;31
5.7;1.6 Conclusion;32
5.8;References;32
6;2 Exploiting Locational Resources in a World of Global Value Chains: Strategic Considerations for Clustered Firms and Cluster Managers;35
6.1;Abstract;35
6.2;2.1 Introduction: Local Clusters and Global Value Chains;36
6.3;2.2 Clusters from a Resource-Oriented Perspective;37
6.3.1;2.2.1 Clusters as Value-Adding Webs;38
6.3.2;2.2.2 Valuable Locational Resources in Clusters;39
6.4;2.3 Conceptualising Locational Resources;40
6.5;2.4 Conclusion;47
6.6;References;49
7;3 MSME Competitiveness for the Global Value Chain—A TRIZ-Based Approach;52
7.1;Abstract;52
7.2;3.1 Introduction;52
7.3;3.2 Literature Review;53
7.3.1;3.2.1 Gaps and Challenges for Indian MSMEs;54
7.4;3.3 Methodology;54
7.4.1;3.3.1 Problem Statement Development Flowchart Through TRIZ Methodology;55
7.4.2;3.3.2 Contradiction Modeling;58
7.5;3.4 Grand Challenge;59
7.5.1;3.4.1 Direct Solution to the Grand Challenge;59
7.5.2;3.4.2 Problems with Direct Solution;60
7.5.3;3.4.3 TRIZ Solution;60
7.5.3.1;3.4.3.1 Parameters Need to Be Improved—Quality and Reliability;60
7.6;3.5 Discussion;61
7.7;3.6 TRIZ Solutions;62
7.8;3.7 Conclusion;63
7.9;References;64
8;4 Do Mergers Destroy Value in India?;66
8.1;Abstract;66
8.2;4.1 Introduction;66
8.3;4.2 Literature Survey;67
8.4;4.3 The Process of Merger in Indian Context;69
8.5;4.4 Data Sources, Methodology and Scope of Study;71
8.6;4.5 Empirical Results and Findings;73
8.7;4.6 Conclusion;77
8.8;References;78
9;5 Law and the Operation of Global Value Chains: Challenges at the Intersection of Systematisation and Flexibility;81
9.1;Abstract;81
9.2;5.1 Introduction;82
9.3;5.2 Background;82
9.3.1;5.2.1 Flexibility;82
9.3.2;5.2.2 Global Value Chains;85
9.3.3;5.2.3 Law;86
9.3.4;5.2.4 Anthropology;88
9.4;5.3 Discussion;88
9.4.1;5.3.1 The Changing Relationship of Control and Liability;88
9.4.2;5.3.2 New Models of Control and Liability: Examples of the Insertion of Law into Supply Chain Operation;90
9.4.3;5.3.3 Consequences of These Shifts/Looking Forward;91
9.5;5.4 Conclusion;92
9.6;References;92
10;6 Technology Transfer and Innovation in Global International Joint Ventures—Emerging Markets’ Perspective;95
10.1;Abstract;95
10.2;6.1 Introduction;95
10.3;6.2 Literature Review and Proposition Development;97
10.4;6.3 Research Methodology;98
10.5;6.4 Analysis;99
10.6;6.5 Conclusion;101
10.7;References;102
11;7 Modelling Subsidiary Innovation Factors for Semiconductor Design Industry in India;106
11.1;Abstract;106
11.2;7.1 Introduction;107
11.3;7.2 Semiconductor Design Industry in India;108
11.4;7.3 Literature Review: Identification of Factors;109
11.4.1;7.3.1 Preliminary Verification of Factors by Experts;111
11.5;7.4 Modelling (TISM) of Local Environment, Subsidiary Traits and Headquarter Strategy Factors;112
11.5.1;7.4.1 Introduction to Total Interpretive Structural Modelling (TISM);113
11.5.2;7.4.2 TISM Methodology;113
11.6;7.5 Modelling the Subsidiary Innovation Factors in the Semiconductor Design Subsidiaries in India;114
11.6.1;7.5.1 Modelling Subsidiary Trait (ST) Factors;114
11.6.2;7.5.2 Modelling Headquarter Strategy (HS) Factors;115
11.6.3;7.5.3 Modelling Local Environment (LE) Factors;116
11.7;7.6 Model Assessment and Synthesis;117
11.7.1;7.6.1 Synthesis of TISM Assessment;117
11.8;7.7 Implications for Researchers and Practitioners;118
11.9;7.8 Conclusion;119
11.10;Appendix 1: Reachability Matrices;119
11.11;Appendix 2: Partitioning the Reachability Matrix into Different Levels;120
11.12;Appendix 3: Initial Digraphs;122
11.13;Appendix 4: Direct Interaction Matrices;123
11.14;Appendix 5: Model Assessment by Experts;125
11.15;References;128
12;Strategy and Flexibility;133
13;8 Innovative Inventory Management for Flexible Adaptation;134
13.1;Abstract;134
13.2;8.1 Introduction;134
13.3;8.2 Topological Phase Transitions of the Networks;135
13.4;8.3 Plasticity–Rigidity Cycles of Complex Networks Enable Adaptation;135
13.5;8.4 What We Have Learned from Viable Networks?;137
13.6;8.5 The Network Skeleton and the Behavioural Node Archetypes in the Organisation;138
13.7;8.6 The Built-In Nested Plasticity in Inventory Management;139
13.8;8.7 The Creative Element Motif and Its Parametrization in the Organisation;141
13.9;8.8 The Stability Landscape and Topological Phase Transitions in the Organisation;143
13.10;8.9 Conclusion;145
13.11;References;146
14;9 Flexible Benchmarking Approach of Talent Management: A Case Study of MIDHANI;148
14.1;Abstract;148
14.2;9.1 Introduction;148
14.3;9.2 Case Description: MIDHANI;149
14.4;9.3 Talent Management at MIDHANI;149
14.5;9.4 Manpower Planning;150
14.6;9.5 Recruitment and Attracting Talent;151
14.7;9.6 Compensation and Employee Welfare;151
14.7.1;9.6.1 Comprehensive Health Checkup;151
14.7.2;9.6.2 On-Job Training;151
14.7.3;9.6.3 Merit Scholarship;152
14.7.4;9.6.4 Merit cum Means Scholarship;152
14.7.5;9.6.5 Increment to Trainees;152
14.8;9.7 Training and Development and Leadership Development;152
14.9;9.8 Performance Management System;153
14.10;9.9 Career Growth (Promotions) and Retention;154
14.10.1;9.9.1 Retention (Employee Engagement, and Reward and Recognition);154
14.10.2;9.9.2 Suggestion Scheme;155
14.10.3;9.9.3 Dr. Tamhankar’s Trophy for Young Managers;155
14.10.4;9.9.4 Best Employee of the Year Award;156
14.11;9.10 Succession Planning;156
14.12;9.11 Communication;156
14.13;9.12 Leadership;157
14.14;9.13 Conclusion;157
15;10 Strategy Alignment of Critical Continuity Forces w.r.t. Technology Strategy and Business Strategy and Their Hierarchical Relationship Using TISM;159
15.1;Abstract;159
15.2;10.1 Introduction;160
15.3;10.2 Theoretical Background;161
15.4;10.3 Critical Continuity Forces;162
15.4.1;10.3.1 w.r.t. Technology Strategy;162
15.4.2;10.3.2 w.r.t. Business Strategy;163
15.5;10.4 Hierarchical Relationship of Continuity Forces;164
15.6;10.5 Discussion;167
15.7;10.6 Conclusion;169
15.8;Appendix;169
15.9;References;172
16;11 Manufacturing Flexibility Under Uncertain Demand by a Real Options Approach;174
16.1;Abstract;174
16.2;11.1 Introduction;175
16.3;11.2 Related Works;176
16.4;11.3 Problem Description;176
16.5;11.4 Forecasting Sales by SARIMA;178
16.6;11.5 ROA;178
16.7;11.6 Trigger for Exercising Options;179
16.8;11.7 Interpretation of the Results Within Periods and After the Periods of ROA;179
16.9;11.8 Results;180
16.9.1;11.8.1 Valuation for ROA;180
16.9.2;11.8.2 Trigger for Option Exercises;181
16.9.3;11.8.3 Valuation of Finite Annuity of Extended ROA Duration;182
16.10;11.9 Conclusion;183
16.11;References;184
17;12 Resistance to Integrate Information Systems in Healthcare Service: A Study on Developing Country;185
17.1;Abstract;185
17.2;12.1 Introduction;186
17.3;12.2 Literature Review;186
17.3.1;12.2.1 Importance of Health Information Systems;187
17.3.2;12.2.2 Factors Responsible for Resistance to Health Information Systems;187
17.4;12.3 Methodology;189
17.5;12.4 Case Study;191
17.5.1;12.4.1 Identifying the Resistance Factors (WHATs);192
17.5.2;12.4.2 Strategies to Mitigate Resistance Factors (HOWs);193
17.6;12.5 Discussion and Implications;194
17.7;12.6 Conclusion;195
17.8;References;196
18;13 Towards an Effective Agricultural e-Trading System in India;199
18.1;Abstract;199
18.2;13.1 Introduction;199
18.3;13.2 Methodology;201
18.4;13.3 Literature Review;202
18.5;13.4 An Overview of eNAM;203
18.5.1;13.4.1 Intended Outcomes of eNAM;204
18.5.2;13.4.2 Farm to Market Process Flow: A Conceptual Framework;204
18.5.3;13.4.3 The Implemented Process Flow;205
18.5.4;13.4.4 Key Challenges;205
18.6;13.5 Need for Integration of eNAM and AGMARKNET;206
18.7;13.6 The AGMARKNET Service—A Situation-Actor-Process Analysis;209
18.7.1;13.6.1 Situation Analysis;209
18.7.1.1;13.6.1.1 Pre-AGMARKNET Situation (Before the Year 2000);209
18.7.1.2;13.6.1.2 Post-AGMARKNET Situation;210
18.7.2;13.6.2 Gap Analysis;210
18.7.2.1;13.6.2.1 Situation-Related Gaps;210
18.7.2.2;13.6.2.2 Actor-Related Gaps;211
18.7.2.3;13.6.2.3 Process-Related Gaps;212
18.8;13.7 Key Learning Issues, Strategic Recommendations, and Expected Benefits;213
18.8.1;13.7.1 Learning Issues;213
18.8.2;13.7.2 Strategic Recommendations and Expected Benefits;213
18.9;13.8 Conclusion;214
18.10;References;215
18.11;Web URLs;215
19;14 Impact of Behavioral Flexibility on Flexible HR System and Organizational Role Stress;216
19.1;Abstract;216
19.2;14.1 Introduction;217
19.3;14.2 Background and Hypothesis Development;217
19.3.1;14.2.1 Behavioral Flexibility;217
19.3.2;14.2.2 Flexible HR Systems;218
19.3.3;14.2.3 Organizational Role Stress;219
19.4;14.3 Methodology;221
19.4.1;14.3.1 Sample and Collection of Data;221
19.4.2;14.3.2 Measures;222
19.5;14.4 Analysis and Results;222
19.5.1;14.4.1 Psychometric Properties;222
19.5.2;14.4.2 Hypothesis Testing;225
19.6;14.5 Discussion;227
19.7;14.6 Implications, Future Directions, and Limitations;228
19.8;14.7 Conclusion;229
19.9;References;229
20;Sustainability;232
21;15 Organizational Sustainability—Why the Need for Green HRM?;233
21.1;Abstract;233
21.2;15.1 Introduction;234
21.3;15.2 Measuring Drivers of Sustainability Initiatives;237
21.4;15.3 Method;239
21.5;15.4 Results;240
21.6;15.5 Discussion;245
21.7;15.6 Conclusion;246
21.8;References;248
22;16 Sustainability in Conformity Assessment: Flexibility of Technical Harmonization;250
22.1;Abstract;250
22.2;16.1 Introduction;251
22.3;16.2 Evaluation of the Old Approach;254
22.4;16.3 Evaluation of the New Approach;255
22.5;16.4 Evaluation of the Global Approach;258
22.6;16.5 Evaluation of the New Legislative Framework;259
22.7;16.6 Development or the Technical Harmonization Approach;261
22.8;16.7 Conclusion;262
22.9;References;263
23;17 Evaluation of Market Surveillance Implementation and Sustainability;266
23.1;Abstract;266
23.2;17.1 Introduction;267
23.3;17.2 Influence of the Globalization Processes;268
23.4;17.3 Market Surveillance Implementation;270
23.5;17.4 Best Practices in Market Surveillance;273
23.6;17.5 Conclusion;275
23.7;References;276
24;18 A Glimpse of Sustainable Electronics Manufacturing for India: A Study Using PEST-SWOT Analysis;279
24.1;Abstract;279
24.2;18.1 Introduction;280
24.3;18.2 Literature Review;280
24.4;18.3 Methodology;281
24.4.1;18.3.1 PEST Analysis;282
24.4.2;18.3.2 SWOT Analysis;283
24.5;18.4 Findings and Discussion;283
24.6;18.5 Conclusions and Recommendations;288
24.7;References;288
25;19 Selection of Sustainable Suppliers;290
25.1;Abstract;290
25.2;19.1 Introduction;291
25.3;19.2 Literature Review;292
25.4;19.3 Research Methodology;295
25.4.1;19.3.1 Fuzzy Sets;296
25.4.2;19.3.2 Fuzzy TOPSIS;296
25.5;19.4 Case Illustration;298
25.6;19.5 Conclusion;302
25.7;Acknowledgements;303
25.8;References;303
26;20 Flexible Waste Management Practices in Service Sector: A Case Study;308
26.1;Abstract;308
26.2;20.1 Introduction;308
26.3;20.2 Waste Management in Hotels;309
26.4;20.3 Methodology;310
26.4.1;20.3.1 SAP–LAP Framework;310
26.4.2;20.3.2 TISM Development;312
26.4.3;20.3.3 Flowing Stream Strategy;312
26.4.4;20.3.4 SAP–LAP Linkages Framework;312
26.5;20.4 Background of the Case Company;313
26.6;20.5 Illustration of the Case Organization in Terms of Waste Management;313
26.6.1;20.5.1 Identify and Categorize Waste Management Factors;314
26.6.2;20.5.2 Develop the Hierarchical Relationship Among the Waste Management Factors;314
26.6.3;20.5.3 Using SAP–LAP Linkages Framework;316
26.6.3.1;20.5.3.1 Assessment Matrix;317
26.6.3.2;20.5.3.2 Self-interaction Matrix;317
26.6.3.3;20.5.3.3 Cross-interaction Matrix;318
26.7;20.6 Discussion;319
26.8;20.7 Conclusion;320
26.9;Appendix;321
26.10;References;322
27;21 Shifts Between Technology Push and Market Pull Strategies for Sustainable Development in Manufacturing Industries;326
27.1;Abstract;326
27.2;21.1 Introduction;327
27.3;21.2 Technology Push;329
27.4;21.3 Demand Pull;330
27.5;21.4 Sustainable Development;333
27.6;21.5 Shifts Between Technology Push and Market Pull Strategies;334
27.7;21.6 Conclusion;336
27.8;References;337
28;Index;339