Options
Ganesh L S
Loading...
Preferred name
Ganesh L S
Official Name
Ganesh L S
Alternative Name
L.S., Ganesh
Ganesh, L.
Ganesh, L. S.
L.S, Ganesh
Main Affiliation
Email
ORCID
Scopus Author ID
Google Scholar ID
3 results
Now showing 1 - 3 of 3
- PublicationDynamic capabilities: A morphological analysis framework and agenda for future research(14-01-2019)
;Sunder M, Vijaya; Purpose: The growth, diversity and applications of research into dynamic capabilities (DCs) have resulted in the whole literature on DCs becoming a complex and disconnected body of knowledge. This has led to criticisms of the subject of DCs as being vague, tautological and without practical value. Hence, the purpose of this paper is to synthesize the diverse scholarly literature about DCs and develop a more integrated understanding to minimize the reported apparent vagueness. Design/methodology/approach: In this paper, the authors review various relevant themes on DCs using a selection of 133 articles published in 22 recognized, top-tier management journals during the period between 1990 and 2016, with an aim to build a structured and integrated theory. For this, morphological analysis (MA), a systems-thinking technique, is applied. Findings: MA is applied to develop a multi-dimensional conceptual framework comprising five dimensions and 26 variants that enable a structured representation of the conceptual foundations of DCs. Further, the authors identify 81 individual DCs noted by various scholars; elucidate assumptions and antecedents relevant to the DCs approach; structure the key characteristics; and expound the input factors, impacting factors, desired outcomes and assessment yardsticks. Research limitations/implications: This would be a useful resource for researchers working in the area of DCs to explore opportunities for future research. Practical implications: The MA framework helps managers to look at DCs more holistically, and hence would help them in developing, managing and retaining DCs in organizations. Originality/value: This study is the original work contributed by the authors and has no specific organizational reference. This research implies new directions to look beyond individual DCs in firms toward a more integrated theory building. - PublicationProject management for social good: A conceptual framework and research agenda for socially sustainable construction project management(11-06-2020)
;Goel, Ashish; Purpose: Recent research on construction project management (CPM) envisions addressing wider social good while delivering value to the funding organizations. It is complemented by a growing body of knowledge on social sustainability in construction projects. These two literature streams are currently scattered and there is a lack of holistic guidance on integrating social sustainability with CPM. The current study addresses this knowledge gap through a critical review of these two bodies of literature and thereby proposing a conceptual framework for socially sustainable CPM. Design/methodology/approach: A conceptual modelling approach, involving sequential steps of knowledge acquisition, and knowledge abstraction and representation, has been used. Knowledge acquisition was based on a systematic search and short-listing of research articles and knowledge abstraction was performed through thematic analysis of the 81 shortlisted articles. The categories abstracted through thematic analysis were integrated and presented as the framework. Findings: A framework for socially sustainable CPM, consisting of four social sustainability characteristics and six areas of social sustainability integration in CPM (SSI-CPM), has been proposed. It presents possibilities of integrating social concerns in CPM processes at various levels – ranging from permanent firms that provide resources to the temporary (project) organization that delivers value. Originality/value: This study seeks to bridge the gap between theory and practice of realizing social good through construction projects. To this end, a conceptual framework has been proposed along with an agenda for future research encompassing social sustainability and CPM. - PublicationQuality 4.0 – a review of and framework for quality management in the digital era(19-05-2022)
;Ranjith Kumar, Rajan; Purpose: Industry 4.0 has brought about a paradigm shift in value delivery with the introduction of disruptive technologies. This has resulted in efforts by organizations to re-invent their business processes and reskill their workforce while attempting to realize digital transformation. Quality management in the context of Industry 4.0 is still in its nascent stage with researchers trying to identify key and relevant components of quality management with respect to Industry 4.0. The current study attempts to address the knowledge gap through a literature review and subsequently provide a conceptual framework for quality in the digital transformation context. Design/methodology/approach: An integrative literature review was conducted to analyze and abstract knowledge from the literature on Quality 4.0 and a conceptual framework was developed based on the review. Findings: The review revealed the motivators, building blocks and challenges for Quality 4.0. The conceptual framework discusses the salient points relevant to Quality 4.0 with respect to the people, process and technology dimensions and their sub-dimensions that can be used to build 4.0 capabilities. The proposed framework is represented to depict the conceptualization and the relationships among its components. Originality/value: This study aims to contribute to the model building efforts of researchers towards Quality 4.0. The points discussed here provide an actionable direction to augment the efforts of practitioners and organizations in quality management in the context of Industry 4.0, especially digital transformation.