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The food grain supply chain (FGSC) is composed of several links, stretching from the point of production to the point of consumption. A broken connection might produce a food catastrophe. The structural imbalance of India's FGSC is an obstacle to achieving sustainability; this has to be addressed if the country is to preserve national food security. This present study aims to develop a systematic assessment of the risks and the priority of risk‐mitigating solutions in attaining sustainability in the Indian FGSC. Multiple groups of individuals and businesses involved in the FGSC have been surveyed and interviewed, with their responses analyzed. A total of 31 risk factors and 11 risk‐reduction strategies are identified. Further, the identified risk factors are classified into five‐dimensional sustainability criteria (environmental, economic, institutional, technical, and social) by using exploratory factor analysis (EFA). Then, a fuzzy analytical hierarchy process (FAHP), combined with the fuzzy technique for order performance by similarity to ideal solution (FTOPSIS) method, is adopted to find the most critical risk factors and choose the best course of strategies for risk mitigation. The study finds that inability to incorporate advanced technology imposes the highest risk to sustainability followed by natural disasters. Ensuring end‐to‐end computerization using advanced technology like agri 4.0 is the need of the hour in intercepting the range of FGSC risks. The results may help policymakers create a comprehensive risk mitigation plan and taxonomy to increase supply chain resilience. [ABSTRACT FROM AUTHOR]

Business strategy and the environment are becoming increasingly central within the global agenda. In particular, some emerging countries such as India show strong growth in the manufacturing sector while also exhibiting high emission values. This inevitably creates a paradox. Therefore, this study aims to determine the drivers for Indian manufacturing firms to pursue sustainability. The methodologies used in this work is comprised of modified total interpretive structure modeling (m‐TISM) that is based on 21 drivers to mitigate climate change and cross‐impact matrix multiplication applied to classification (MICMAC) that evaluates the dependence power and driving power of the drivers. The findings from the study reflect that there are nine levels into which the clusters are divided. "greenhouse gas performance" and "encouraging low carbon products" are influenced by all other drivers, while the driver "dynamic transitions in economic and political situation" occupies a mirror position. This last driver has the greatest impact on the achievement of the goal along with "persistent with corporate conventionalities" and "dynamic transitions in economic and political situation." The economic dimension has a key asset in the manufacturing context, but the influence of sustainable technology on the supply side and of the responsible consumption on the demand side cannot be overlooked. Businesses that focus on short‐term maximization by not focusing on renewable and circular resources may be uncompetitive in the long‐term. [ABSTRACT FROM AUTHOR]

Purpose: Amid the COVID-19 contamination, people are bound to use contactless FinTech payment services. Because of restrictions on physical movement and avoidance of touching physical money, people willingly choose mobile payment, resulting in enormous growth in FinTech payment service industries. Because of this, this study aims to examine the effect of factors affecting Gen X and Millennials users to use FinTech payment services. Design/methodology/approach: The authors used 328 responses collected through convenience sampling of Indian users aged between 26 and 57 years in the Delhi-NCR region who are users of FinTech payment services. Findings: The authors' findings verified that in India, perceived COVID-19 risk, perceived severity for COVID, individual mobility, subjective norms, perceived ease of use and perceived usefulness have statistically significant impacts on FinTech payment services during the COVID-19 pandemic. Structural equation modelling was used to study the proposed research model. Overall, the model predicted 76.9 % of the variation in intention to use FinTech payment services by the abovesaid variables by Indian users during a pandemic. Practical implications: This study will provide valuable insight to all FinTech service providers and stakeholders in planning and designing the concerned policy. It will be able to draw the attention of users more. Originality/value: This research added a valuable theory to the existing technology adoption model (TAM) theory. It demonstrated the utility of the above variables in adopting and using FinTech payment services, which will help service providers to develop future strategies because of the COVID-19 pandemic. [ABSTRACT FROM AUTHOR]

The enthusiasm that the 10-minute delivery idea created in the Indian market inspired many quick-service providers to venture into the fast-paced commerce space with their delivery apps. The study deliberated on-How could Zepto, a new player in the quick-service space, differentiate itself from competitors? The case discussed whether the 10-minute delivery concept work in the long run, or was it just a marketing gimmick? The purpose of the case study was to examine the 10-minute delivery paradigm in the context of India. [ABSTRACT FROM AUTHOR]

Purpose: A well-designed supply chain performance measurement system, should account for not only the capabilities and performance attributes of the focal firm but also its supply chain partners. The purpose of this paper is to help design a system that strikes a balance between the strategic objectives of the focal firm and its supply partners vis-à-vis the requirements of supply chain performance (cost, quality, speed and customer taste). Design/methodology/approach: A theoretical framework on the strategic supply chain performance measurement system is developed based on existing literature and subsequently tested using a survey on 136 successful manufacturing organizations in India. The organizations were clustered into three strategy types and compared using analysis of variance on ranks to look for differences in preference for performance parameters. Findings: The study examined the five dimensions of the supply chain practices, namely, strategic supply/distribution network, customer relationship, internal operations, information sharing and social and environmental responsiveness. The empirical results demonstrate the inclusion of business strategy orientation in designing today's supply chain and hence its performance measurement system. Not supported hypotheses were addressed in the light of contextual factors. Research limitations/implications: The study is confined to finding preferences of non-financial aspects of supply chain performance and tier-1 suppliers. The research helps better design and benchmark supply chain performance metrics, based on the strategic choice of the firm. Originality/value: This paper highlights the shortcomings in the existing performance measurement and gaps in the existing literature in the supply chain context. Further, it gives a holistic view of strategic supply chain performance measurement design. [ABSTRACT FROM AUTHOR]

This paper investigates how human resources are managed in firms of different ownership forms in India and the extent to which strategic human resource management (hereafter strategic HRM) techniques have been adopted to support an innovation-oriented business strategy. Based on a qualitative study of 54 Indian managers from different firms, this study highlights the Indian institutional context for strategic HRM. It reveals the extent to which the Western approach to and configuration of high-commitment/performance models of HR practices may differ from those found in Indian firms. This study also has a number of practical implications for HR professionals, HR practices, and organizations in the global context. © 2010 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

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Purpose The aim of this paper is, first, the desire to present the issue of retail sector competitiveness with the simultaneous determination of factors having an impact on competitiveness and their development. The main aim is to identify the factors and relationships among those factors to strengthen the competitive positioning of apparel retail stores.Design/methodology/approach The literature review and experts’ opinion helped to identify the key factors. The relationships among the factors were obtained by using interpretive structural modelling (ISM). Experts’ opinions were collected again for the fuzzy direct relationship matrix. Factors were further classified by driver and dependence power using the fuzzy matrix of cross-impact multiplications applied to classification (FMICMAC) analysis.Findings Total nine strengthening factors (SFs) identified here, and developed an integrated model using ISM and classified it into four clusters with the help of driver and dependence power. The model hierarchy shows the interrelationships among these SFs. The retail environment, Information and Communication Technology, technology adoption and human resource management were found to be the most significant factors needing some spotlight by the top-level authority.Research limitations/implications The study will help managers to understand the variables and their relationships and to select the right factors to achieve a potential competitive position. Relationships among the factors were obtained through the opinions of experts and academicians. Expert opinion is a subjective judgement, and biasing in judgement might affect the result.Originality/value The research presents the first kind of an integrated model using ISM and FMICMAC to identify nine factors and classify them by their driving and dependence power. The developed model helps in the identification, classification and selection of factors as per requirement. This study will assist managers to understand the variables and their relationships and to select right factors to achieve a potential competitive position. [ABSTRACT FROM AUTHOR]

This case reveals the story of organizational restructuring at Bharat Petroleum Corporation Limited (BPCL). The story begins in the 1990s when India's petroleum industry was closed to private enterprise. BPCL's chairman at that time (Sundararajan) anticipates that India's government would deregulate the industry. He is concerned that without fundamental changes, BPCL might not survive private competition--and so, he initiates a transformation of the organization's strategy and structure. The restructuring attempts to dismantle a command-and-control culture, and replace it by one of empowered teams. The change process is undertaken in the spirit of co-creation. The definition of 'customer' is altered, causing organizational boundaries to be redrawn. Such an exercise is extraordinary for its time. The case then presents a picture of BPCL and its challenges in 2015. History seems to repeat itself, as market conditions are nearly identical to those that existed 17 years ago. What should the company do in 2015? This case has a three-fold purpose; viz. (i) to show how the structure of an organization can be aligned with its business strategy; (ii) to illustrate how organizations with a functional structure can reorganize to an 'M-form' or SBU structure; and (iii) to help readers consider the latent, long-term effects of restructuring. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to measure and analyze the competitive advantage of micro, small and medium enterprises (MSMEs) based upon the Porter’s diamond framework. The major objective is to contribute toward better understanding of various determinants of the diamond model in context within Indian MSMEs.Design/methodology/approach Extent review of the literature has been done to identify various critical factors contributing to developing a competitive advantage. Exploratory factor analysis and internal consistency tests were performed to verify scales validity and reliability of measuring instrument (questionnaire). In research design, a case study approach has been used, in which MSMEs operating in the pharmaceutical, electrical and electronics, automobile, food and textile sectors were considered.Findings Study findings indicate that the pharmaceutical sector is more competitive followed by food (112.491) as revealed by the high value of surface area i.e. 150.931. The competitiveness among MSME sectors is mostly affected by demand conditions followed by firm strategy, structure and rivalry. Moreover, the score of diamond axes indicates significant difference with respect to determinants. For instance, in the textile sector, the determinants such as factor conditions and related and supporting industries scored low, for example, 4.710 and 4.280, respectively, which indicates it needs to be strengthened as this sector stands at last position with minimum surface area, for example, 67.398.Research limitations/implications Owing to the time and resource constraints, this study was conducted in MSMEs situated in the state of Himachal Pradesh, India, and thus generalizations of results are rather limited.Practical implications This study is one of the original being undertaken by authors which helps to underline the importance of various determinants which may help the MSME units to improve competitiveness by implementing effective competitive strategies. The study could be extended to other regions of the country.Originality/value This study is a result of extended research on competitiveness and provides an instrument to measure firm ability to be competitive. CEO’s, managers and policy makers from industries as well as government will be able to use this to evaluate their competitive positioning and identify key problem areas which required improvements. [ABSTRACT FROM AUTHOR]

The institutional arrangement for International agriculture trade and trans-boundary access to Indian biodiversity and genetic resources is broadly supportive of both development and sustainability. However, some researchers have questioned the effectiveness of such implementation. The country with regard to sustainable development is committed to enhance farm productivity, better connect to markets, and make farmers less vulnerable to environmental vagaries through enhanced safeguards such as renewed agricultural insurance schemes. Global inter-dependence on genetic resources for food and agriculture will continue to hold the key to achieve the SDGs by 2030. The Section 3 exemptions from patentability under the Indian Patent Law affect R&D in agriculture sector as much as in the pharmaceutical sector but protection of new transgenic varieties and essentially derived varieties is a viable option for promoting exclusive seed business. Innovators in plant biotechnology will have the opportunity to innovate de novo business strategies to license their proprietary products in Indian market while also simultaneously safeguarding the interests of smallholder farmers. Long term interests of sustainability and development through agriculture may be better safeguarded by quickly resolving ABS related issues, for example, 'recognising the legitimate access to indigenous germplasm already held by private seed R&D companies in India prior to enactment of the Biological Diversity Act, 2002'; demanding regular updates on the status of licensing/cross licensing of varieties protected under the Protection of Plant Varieties and Farmers' Rights Act, 2001to ensure their wider availability in the seed value chains as well as harmonise with ABS paradigm, and scaling up the commercial potentials of farmers' varieties registered under the Act to benefit the farmer breeders. Development of IPR and ABS compatible agrobusiness environment would eventually contribute towards achieving the sustainable development goals. [ABSTRACT FROM AUTHOR]

Under the joint stock company system, ultimate control over management is derived from the effective rate of shareholding. In colonial India, the joint stock company system was widely used from the mid-nineteenth century; however, control was considered to come not from the effective rate of shareholding but from the managing agency contract that guaranteed practical control to a managing agent, typically a business group that had far-reaching influence over business enterprises. Based on archival evidence, this paper clarifies that fundamental control was derived from dominant shareholding. This finding has two implications. First, the significant role of the rate of shareholding implies that managing agents had a keen interest in the value of share capital of the joint stock companies. Second, this significant role also implies that managing agents attempted to hold the dominant portion of shareholdings to keep control over their companies. [ABSTRACT FROM PUBLISHER]

The lighting industry is among the most important industries in India. There has been very little study on this industry, in particular on their supply chains due to their high complexity and presence of many regional unorganized partners. This industry, like many others is facing a major conflict in managing business continuity in face of unprecedented changes taking place on all aspects of the world economy, especially the need for energy efficient yet affordable green lighting systems. A lot of work has been done on managing continuity with incremental improvements. Most of the literature has focused on strategic change and gradual transformation. However, dealing with flexibility, continuity and change has been an area of growing interest as a large number of organizations in the lighting industry faced with turbulence are fighting for survival. This research work focuses on study of supply chain management of leading lndian and Multinational companies in lighting industry in lndia in order to understand how they are coping up with the forces of continuity and change. Based on this research, the aim is to develop a flexibility strategic framework for coping up with forces of continuity and change, in effectively managing lighting industry supply chains. [ABSTRACT FROM AUTHOR]

The aim of the study is to explore the possible relationship between use of strategic human resource practices and the financial performance of manufacturing and service firms in India. The study assumes that there is a link between the business strategy pursued by the firm and its human resource policies and practices. It is also assumed that there is a 'fit' aspect (external and internal) between the business strategy and the human resources policies. The 'external fit', is the extent the human resource planning and implementation process is part of the strategy process in the organization. Data was collected using a structured questionnaire from 115 firms representing manufacturing and service sectors in India. ANOVA results show that firms pursuing different business strategies have different degree of the 'external-internal fit' of human resources. Also, firms pursuing different business strategies use different levels of strategic human resource practices. The 'external-internal fit' of human resources shows significant variance in the use of strategic human resources practices. The multiple comparisons indicate that the use of strategic human resources practices is more among firms having higher fit. The ANOVA test also confirms that the degree of 'external-internal fit' of human resources and use of strategic human resource practices has significant variance for all the three financial variables, Return on Capital, Return on Net Worth and Tobin's q. Regression results show a difference between the manufacturing and service sector firms in the variability of all the dependent variables viz. strategic human resource practices, and financial performance variables of 'Return on Capital', 'Return on Net Worth' and 'Tobin's q'. [ABSTRACT FROM PUBLISHER]

Human resources and human resources management system create competitive advantage in today's global market economy that provides wider access to technology, finance and other resources. HRM research has set a new trend with its linkage process with business strategy and organizational performance to find a place for the profession and add value to the organization. This paper intends to unveil the business strategic models, HRM practices and organizational performance in Indian software companies. The study has found that there is a significant difference among HR practices in software companies in India based on Miles and Snow's strategic types, viz., prospectors, defenders, analyzers and reactors. Although reactors showed their difference from other strategic types, no significant difference was found among three proactive strategic types, viz. prospector, defender and analyzer. With regard to performance analysis, it was found that prospectors have a comparative advantage over other strategic types in almost all performance parameters. Although incentives and stock options have a greater overall impact on performance parameters, there is a lot of difference among factors that influence organizational effectiveness in three proactive strategic types. [ABSTRACT FROM PUBLISHER]

This paper presents findings of an extensive survey of Indian process companies. Based on the survey, three companies have been selected for detailed case studies. Their experiences in the manufacturing strategy process are analysed. Although the companies represented diversity in terms of product type, sales volume, longevity and geographic location, they shared several commonalities including use of advanced manufacturing technologies. The process of strategy formulation varied among the companies in terms of participants, complexity and degree of formalization. Competitive priorities, order winners and critical success factors are identified for these companies. Based on strategic manufacturing issues, manufacturing competence index for the companies has been worked out. [ABSTRACT FROM AUTHOR]