Global Value Chains, Flexibility and Sustainability (eBook)

Julia Connell, Renu Agarwal, Sushil, Sanjay Dhir (Herausgeber)

eBook Download: PDF

2018 | 1st ed. 2018
XXI, 339 Seiten
Springer Singapore (Verlag)
978-981-10-8929-9 (ISBN)

Infos

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.

Inhalt

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

Produkt-Details

• Erscheint lt. Verlag: 4.5.2018
• Reihe/Serie: Flexible Systems Management
• Reihe/Serie: Flexible Systems Management
• Zusatzinfo: XXI, 339 p.
• Verlagsort: Singapore
• Sprache: englisch
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Logistik / Produktion
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Planung / Organisation
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• Schlagworte: Clustered Firms • Global International Joint Venture • Global Value Chains • GVC Challenges • Innovation • Strategy and Flexibility • sustainability • sustainable development
• ISBN-10: 981-10-8929-9 / 9811089299
• ISBN-13: 978-981-10-8929-9 / 9789811089299