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Vimal Kumar

Bio: Vimal Kumar is an academic researcher from Chaoyang University of Technology. The author has contributed to research in topics: Total quality management & Supply chain. The author has an hindex of 10, co-authored 59 publications receiving 355 citations. Previous affiliations of Vimal Kumar include Indian Institute of Technology Kanpur & Indian Institutes of Technology.

Papers published on a yearly basis

Papers
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Journal ArticleDOI
TL;DR: In this article, the authors highlight the prospects, impediments, and prerequisites while transiting from the linear economy (LE) to the circular economy of SMEs, which is a more holistic approach that advocates towards extracting the value from the waste and reaching sustainability goals.
Abstract: The circular economy (CE) is a more holistic approach that advocates towards extracting the value from the waste and reaching sustainability goals. The objective of the present study is to highlight the prospects, impediments, and prerequisites while transiting from the linear economy (LE) to CE of SMEs. The study gathers information on prospects, impediments, and prerequisites for the transition of LE to a CE from recent studies. A semi‐structured interview questionnaire was prepared, and a survey was conducted on representatives of six SMEs. Further, six caselets were developed to understand the prospects, impediments, and prerequisites based on the findings of the interview and previous information gained from existing literature. The major prospects favoring transition from LE to CE found in the study are significance of 3R (reduce and reuse and recycling) approach, CE leads to competitive advantage, recycling attracts consumers in few cases, CE helps in achieving sustainability goals and reuse of materials are significant in resource conservation. There are certain impediments found such as issues associated with awareness, recyclability issues, financial challenges, and weak management vision of SMEs towards CE implementation. Other resource‐based impediments were found related to trained employees, lack of experience. Whereas, consumer acceptability is also a major concern towards implementing CE. The findings of the study suggest major prerequisites towards CE implementations such as strong “management will,” innovation, technology up‐gradation, training to employees, motivation, and appropriate guidelines. Government pressure to implement CE cannot be an effective step towards the transition of LE to CE.

72 citations

Journal ArticleDOI
TL;DR: This research approaches the relative locations of a company in the technological network based on patent citations of the IoT cybersecurity and blockchain according to the main two indicators TKS and TKR for the analysis.

60 citations

Journal ArticleDOI
TL;DR: In this paper, the authors proposed a new model of antecedent and outcomes for SCP in emerging markets, which is applicable for growing markets in which there is ample amount of resources.
Abstract: Purpose In the context of emerging economies, the purpose of this paper is to seek the critical success factors (CSFs) of supply chain and identify their relationships to enhance the supply chain performance (SCP) in a sample of Indian manufacturing firms. Design/methodology/approach On the basis of a comprehensive literature review, the authors conducted this study and proposed a new model of antecedent and outcomes for SCP in emerging markets. The empirical data for this study were drawn from a survey of 227 Indian firms, resulting in a response rate of 52 percent. The method of confirmatory factor analysis was applied to refine the CSFs and SCP scale for empirical analysis. The data were analyzed by employing the structural equation modeling technique. Findings The results reveal that all the identified CSFs, namely, agility, flexibility, flexible innovation, information and communication technology, collaboration among conglomerate divisions, process structure, and training and leadership programs, are positively associated with SCP. The empirical study of 227 Indian firms lent good support to the hypotheses and validates it by the data analysis. Consequently, these findings highlight the prominence of these factors of supply chain for gaining a sustainable competitive advantage in emerging market scenario. Research limitations/implications The study emphasizes on CSFs in emerging markets that will help to boost the organization’s SCP through agility and flexibility in supply chain. This study is applicable for growing markets in which there is ample amount of resources. Originality/value As economic growth stagnates in developed economies, emerging markets grow at near double-digit rates. Somehow, this study is pioneer in terms of enhance SCP in emerging market scenario. Moreover, the outcome of the study could provide empirical evidence of the effects of CSFs on SCPs.

48 citations

Journal ArticleDOI
TL;DR: In this article, the authors developed a relationship between the leader's management problem-solving styles (MPSS) and total quality management (TQM) focus, which is based on C.G. Jung's four psychological functions or cognitive styles, which are involved in information gathering and evaluation by sensing, intuitive, thinking, and feeling.
Abstract: The purpose of this paper is to develop a relationship between the leader’s management problem-solving styles (MPSS) and total quality management (TQM) focus.,The study is based on C.G. Jung’s (1923) four psychological functions or cognitive styles, which are involved in information gathering and evaluation by sensing, intuitive, thinking, and feeling. The combination of these psychological functions makes possible ways of results: sensing-thinking (ST), sensing-feeling (SF), intuitive-thinking (NT), and intuitive-feeling (NF) for management problem solving. The empirical data for this study were drawn from a survey of 111 firms in India. A one-way analysis of variance approach has been applied for analysis in this study.,The authors review the extant literature and present a conceptual framework to establish the relationship between different management problem-solving styles and TQM focus. The literature on TQM shows two distinct achievable results: continuous improvement and innovation. The findings of the study support all the hypotheses and the results show that leaders with ST and SF profile are comfortable with the continuous improvement while leaders with NT and NF profile focus on innovation in the organization.,The results of this study emphasize the importance of knowing the appropriate MPSS to TQM focus. The results will help leaders in continuous improvement and innovation to make proper decisions and smooth functions to achieve maximum performance.,This paper can be useful for the organizations to achieve more effective leadership in decision making and improve perception-information model as a leader’s cognitive style. Moreover, this paper also attempts to inspire researchers to include the cognitive styles in studying the effect of the leaders on TQM focus while implementing it effectively in the organizations.

40 citations

Journal ArticleDOI
TL;DR: In this paper, the authors make a comparative analysis of the importance of 20 critical success factors (CSFs) to the strategic choices of the firms such as innovators, prospectors, and defenders.
Abstract: Purpose It has been found that critical success factors (CSFs) are responsible for successful implementation of total quality management (TQM) system. The purpose of this paper is to make a comparative analysis of the importance of 20 TQM CSFs to the strategic choices of the firms such as innovators, prospectors, and defenders. Design/methodology/approach From extant literature review on TQM, 20 CSFs have been carried out. The empirical data for this study was drawn from a survey of 111 firms in India. One-way ANOVA approach has been applied for analysis. Findings The findings of the research show that the CSFs hold importance for different firm’s strategy. From these 20 CSFs, some CSFs may be critically important for all three types of firm, while others have their significant roles for innovators, prospectors, and defenders individually which are better prepared for TQM implementation. Practical implications The results of this study present the importance of knowing the appropriate CSFs to a strategy of the firms. The emphasis on CSFs will help organizations in accepting and rejecting TQM practices when they try to implement TQM and it is equally important in a global context. Apparently, it is evident that if there is a mismatch of strategy and CSFs with TQM practices it may interrupt the smooth operations of the company. Originality/value This research can be useful for those firms who are in the starting phase of TQM implementation with consideration of CSFs. Moreover, this research also attempts to inspire managers to consider the appropriate CSFs for implementing TQM effectively in their firms.

38 citations


Cited by
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Journal Article
TL;DR: Developing and delivering high quality products and services means that you are doing things correctly from the beginning, and as a consequence you are reducing the need for additional services, from verification to warranty.
Abstract: THE NEED FOR QUALITY The first thing that we need to consider, in any organization, is that quality is the most important thing. The quality of your work defines you.  Whoever you are,  Whatever you do,  I can find the same products and services cheaper somewhere else. But your quality is your signature. Developing and delivering high quality products and services means that you are doing things correctly from the beginning. As a consequence, you are reducing the need for additional services, from verification to warranty.

1,273 citations

Journal ArticleDOI
TL;DR: "Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation," is not a quick read, though the author tries hard to soften a knot of strategy research with true-life examples from several technology companies.
Abstract: Dorothy Leonard-Barton warns readers upfront that her new book, "Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation," is not a quick read. Indeed it is not, though the author, a Harvard Business School professor, tries hard to soften a knot of strategy research with true-life examples from several technology companies. Unfortunately, business books tend to be like Arnold Schwarzenegger movies: the special effects and twists are a lot more important than the basic plot, which doesn't change much.

734 citations

01 Sep 2011
TL;DR: The Servant Leadership Survey (SLS) as mentioned in this paper is a multi-dimensional instrument to measure servant leadership, which includes standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship.
Abstract: textPurpose: The purpose of this paper is to describe the development and validation of a multi-dimensional instrument to measure servant leadership. Design/Methodology/Approach Based on an extensive literature review and expert judgment, 99 items were formulated. In three steps, using eight samples totaling 1571 persons from The Netherlands and the UK with a diverse occupational background, a combined exploratory and confirmatory factor analysis approach was used. This was followed by an analysis of the criterion-related validity. Findings: The final result is an eight-dimensional measure of 30 items: the eight dimensions being: standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship. The internal consistency of the subscales is good. The results show that the Servant Leadership Survey (SLS) has convergent validity with other leadership measures, and also adds unique elements to the leadership field. Evidence for criterion-related validity came from studies relating the eight dimensions to well-being and performance. Implications: With this survey, a valid and reliable instrument to measure the essential elements of servant leadership has been introduced. Originality/Value The SLS is the first measure where the underlying factor structure was developed and confirmed across several field studies in two countries. It can be used in future studies to test the underlying premises of servant leadership theory. The SLS provides a clear picture of the key servant leadership qualities and shows where improvements can be made on the individual and organizational level; as such, it may also offer a valuable starting point for training and leadership development.

577 citations

01 Jan 2016
TL;DR: Thank you very much for downloading strategic management formulation implementation and control, it will help people to read a good book with a cup of coffee in the afternoon instead of juggled with some malicious bugs inside their desktop computer.
Abstract: Thank you very much for downloading strategic management formulation implementation and control. Maybe you have knowledge that, people have look numerous times for their favorite books like this strategic management formulation implementation and control, but end up in malicious downloads. Rather than reading a good book with a cup of coffee in the afternoon, instead they juggled with some malicious bugs inside their desktop computer.

570 citations

01 Jan 1991
TL;DR: Part One Overview of Strategic Management Chapter 1 Strategic Management Part Two Strategy Formulation Chapter 2 Company Mission Chapter 3 Corporate Social Responsibility and Ethics Chapter 4 The External Environment Chapter 5 The Global Environment Chapter 6 Internal Analysis Chapter 7 Long-Term Objectives and Strategies Chapter 8 Business Strategy Chapter 9 Multibusiness Strategy Part Three Strategy Implementation, Control, and Innovation Chapter 10 Implementation Chapter 11 Organizational Structure Chapter 12 Leadership and Culture Chapter 13 Strategic Control Chapter 14 Innovation, and Entrepreneurship
Abstract: Part One Overview of Strategic Management Chapter 1 Strategic Management Part Two Strategy Formulation Chapter 2 Company Mission Chapter 3 Corporate Social Responsibility and Ethics Chapter 4 The External Environment Chapter 5 The Global Environment Chapter 6 Internal Analysis Chapter 7 Long-Term Objectives and Strategies Chapter 8 Business Strategy Chapter 9 Multibusiness Strategy Part Three Strategy Implementation, Control, and Innovation Chapter 10 Implementation Chapter 11 Organizational Structure Chapter 12 Leadership and Culture Chapter 13 Strategic Control Chapter 14 Innovation, and Entrepreneurship

477 citations