Purpose The purpose of this study is to explore the advantages and obstacles of implementing Lean Six Sigma in Indian MSMEs during or post-COVID-19. The following research also elaborates on the challenges of implementing Lean Six Sigma in MSMEs in India, along with the changes in the culture that are required for providing a proper climate to ensure success in a long-term manner. Design/methodology/approach The methodology used in this study is a descriptive study, which explores and looks for the factors that influence the impulse or motivation to implement Lean Six Sigma in MSMEs and factors that inhibit the implementation of Lean Six Sigma. To achieve this goal of Lean Six Sigma, a significant review of the existing literature of the subject area has been done to prepare a framework with the help of inferential statistics in view of the critical success factors. This research is a flow and arranged a type of survey of organizations that is conducted using MS-Excel and SPSS 25.0 statistical software. The number of participants selected using a purposive sampling method in this study was 127 Lean Six Sigma experts and owners or CEOs of MSMEs in India. Findings Lean Six Sigma be used for facilitating the improvement processes in manufacturing operations, quality improvements and productivity. As some obstacles exist in implementing the Lean Six Sigma approach, the improvement processes and outcomes of change in the culture are noteworthy and worthwhile. The implementation of Lean Six Sigma has also some constraints, including cost limitations, skill limitations, limited facilities and other such limitations. The implementation of Lean Six Sigma during COVID-19 is not yet a matter of urgency or priority, and hence, cannot yet be applied. Research limitations/implications This paper presents opinions of only a few selected professionals of Indian MSMEs. So it was a crucial aspect of capturing the views of such practitioners of their arrival on valid and sound conclusions. Practical implications The novelty of this research is to analyze the advantages and obstacles of implementing Lean Six Sigma in MSMEs during the COVID-19 in India. The results of this research can be used as scientific references for researchers who will conduct future research. Moreover, it can be guidance for MSMEs owners to make decisions in implementing Lean Six Sigma during the COVID-19 pandemic. The organizations assess all of their aspects such as perceive objectives, required qualities and shortcomings for fruitful implementation of any practice. Originality/value Several suggestions were made for the methods and thoughts, which will constitute a Lean Six Sigma organization. Hence, the research offers an excellent framework for both working professionals and academicians to understand the view of Indian MSMEs along with their benefits and obstacles of implementing Lean Six Sigma. So this study helps in laying out a platform for understanding the uses of Lean Six Sigma for process excellence in a new era due to COVID-19.

PurposeThe main objectives of this study are (1) to identify the determinants of pre- and post-adoption dynamics of mobile wallets (m-wallets) usage; (2) to propose and test the linkage framework of pre-adoption and post-adoption dynamics to understand consumers' psyche of m-wallets usage and (3) to examine the moderation of select demographic variables in the path of consumers' continued usage of m-wallets.Design/methodology/approachThe study considered a cross-sectional approach using a questionnaire survey method. The research model encapsulating pre- and post-adoption dynamics of the m-wallet was examined using a sample of 574 users. The analysis also comprised mediation, moderation and multi-group analysis (MGA).FindingsThe results identified key antecedents of confirmation, such as performance expectancy, effort expectancy, facilitating conditions and individual mobility. Findings also confirmed the partial mediation effects of satisfaction between confirmation and continuance intentions. Results also confirmed the moderating effects of age and education on the relationship between confirmation and satisfaction.Originality/valueThe key contribution of the study is in the form of research progression related to m-wallet usage to test the extended expectation-confirmation model (EECM) in the Indian context by linking the pre-adoption paradigm of extended (unified theory of acceptance and use of technology) UTAUT with individual mobility and post-adoption dynamics of the ECM. The considered framework study also draws support for the role of select demographic variables.

Purpose The study aims to present demand chain management (DCM) modeling of Indian apparel retailers. This will result in a structured model presenting contextual interrelationship among DCM variables so that retailers can proactively manage their demand chain. Design/methodology/approach The research follows an exploratory research design. It initially involves identification and analysis of influential factors of the implementation of DCM practices through the review of literature. Then, these variables were analyzed using total interpretive structural modeling or TISM followed by a statistical verification and case-based validation of the model. Findings The major findings of the paper are: top-management commitment and support, information management and supply chain agility in supply chain are the most significant enablers with the highest driving power. The other apparel retail specific significant variables are assortment planning, category management and marketing orientation. The model also indicates that the firms that implement customer-centric DCM practices do well in terms of organizational performance and thereby achieve differential advantage over their competitors. Research limitations/implications Because the literature on DCM is still in nascent stage, the study bases itself on interpretive method; that is, TISM of analysis with a limited number of experts. Future studies may consider larger sample with more advanced statistical tools such as structural equation modeling for further validation of the findings. Originality/value The novelty of the paper lies in the study of an emerging supply chain philosophy; that is, DCM and its key practices per se. It has rarely been studied from the theory building perspective hitherto. Moreover, TISM-based approach is applied for the first time to study the DCM practices and its drivers vis-à-vis dependents.

In a federal structure, India's determination to much-needed fiscal reforms has been widely applauded at its face value when she relinquished her previous complex and inefficient tax regime to embrace the long-awaited Goods and Services Tax (GST). It has been a significant economic move post-independence and requires validation of facts after its introduction. The present study aims to present a general macroeconomic analysis of the extent to which the adoption of GST has improved existing tax administration and resultant general economic well-being of a democratic political economy like India in light of innovation implementation theoretical perspective. Further, the study tried to determine how the stakeholders perceived such big-bang reform even after the three years of its adoption. The study attempted to assess to what extent the adoption of GST has indeed influenced the economy in general and citizens and/or consumers in particular while using a case-based qualitative inquiry. The present research applied the situation–actor–process; learning–action–performance analysis framework for the case analysis. The facts reveal that India has observed a tremendous increase in tax base vis-à-vis revenue collection. Yet, some efforts are desired to improve the low tax to GDP ratio, skewed GST payers base, negative stakeholders’ perception of GST (revealed through Twitter sentiment analysis), and the evil of tax evasion. The other merits realized by the economy are presented as benefits to the consumers, MSMEs, improved ease of doing business ranking, and foster make-in-India and AatmanirbharBharat move by the government.