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In this article, we present the progression of lean deployment in a multilateral organization and subsequently characterize a dynamic capabilities framework of lean for organizational learning. It systematically explores the identification, execution, sustenance, and evaluation of lean in a service setting. A roadmap to lean deployment in pure-service environments and leveraging lean to create a win-win strategy for both employees and top management are a few key highlights of this article. Drawing parallels from dynamic capabilities literature, we propose a “dynamic capabilities” view of lean deployment (as a strategic resource), thereby evaluating lean's fitness to be recognized as a dynamic capability and not merely a process improvement practice.

This study aims to present a systematic review of the most recent literature on revenue management practices in taxi services and illustrate insightful future directions for research. The classical works of M. K. Geraghty and W. J. Carroll have served as a bedrock for understanding the revenue management of taxi services. However, the advent of online platforms and advances in technology over the last 20 years has led to a wide range of studies that adapt to improve the profitability of taxi services. We reviewed the literature on taxi services’ revenue management practices by collecting the most relevant research articles based on specified delimiting criteria. A total of 110 research articles were analyzed to gain vital insights into revenue management practices in taxi services. We study the revenue management framework from Pricing, Market structure,  Business Models and  technology, Structure, and  Marketing viewpoints. The trends emerging from the literature provide a thorough understanding of the research directions of this domain, along with future scopes of research in this area. Also, we explicitly identify research gaps that are relevant to academic research and practice.

This article examines the implementation of the Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA) in two districts of Tamil Nadu—Panchetti and Salem. It describes the functioning of the Act based on a preliminary field study and documents the views of implementers and beneficiaries. This analysis reiterates that the implementation should drive policy and that the evaluation lessons need to filter back to the design of the policy. More specifically, MGNREGA requirements can be improved on two counts: one, wage determination and wage rates; and two, evolving better techniques to measure labour productivity.

Public policy is used to tackle market imbalances, failures and also restore societal requirements of equity and justice. Research on policy implementation has been substantial and there is enough literature to support its importance. There is no guarantee however, that selected policy prescriptions will be implemented efficiently. This study has attempted to understand the factors affecting implementation of the Mahatma Gandhi National Rural Employment Guarantee Act 2005 (MGNREGA) synthesizing variables and constructs from policy implementation literature and analyzing survey responses data obtained from mid-level implementers in the south Indian state of TamilNadu. This paper focuses on the implementing stakeholders and investigates their role in policy implementation and endeavours to achieve a deeper understanding of the factors governing implementation of a welfare oriented public policy scheme over ‘networks and processes'. The results pointed to ‘administration factors’ defined by accountability, process clarity and power devolution to the implementer, as important to implementation. Resources were also significant to implementation. Surprisingly governance and planning were not found to be significant. And perhaps therein lies the disconnect between implementers and implementation - the central idea of this paper.

For a first time student, the extent, reach and disbursement of literature on policy implementation can be perplexing. Public policy implementation research has witnessed resurgence in recent years marked by an ever widening interest reflected in copious output in varied fields. This micro diffusion of policy areas has brought in its wake an ever increasing challenge of implementation. Its subsequent research has also created an extremely huge and dense volume of literature. The objectives of this paper are four fold: first to bring together as much as possible, the seminal literature on implementation to provide an intrinsic understanding of the subject matter. Second, we aim to trace the influence of strategic management on policy implementation. Third, by putting the literature in this order we hope to demystify the content of and the boundaries of this space. Last, we hope to outline the direction of future research in this field.

This study examines the impact of trading by Algorithmic Traders (ATs) and Non-Algorithmic Traders (NATs) on volatility, and conversely, the impact of volatility shocks on ATs and Non-ATs. ATs are classified as High-Frequency Traders (HFTs) and Buy-side Algorithmic Traders (BATs). Using jump robust volatility estimates, we find that excessive directional and non-directional trading by BATs and HFTs increases volatility, whereas that by NATs marginally decreases volatility. Conversely, all traders increase their non-directional trading one hour following a volatility shock. BATs carry out more directional trades during a volatility shock, whereas HFTs withdraw from such activities.