Business agility in technology internet of things projects

Patil, Madhukar; Suresh, M.; Kumaraswamy, Sumathi; Kukreja, Gagan

doi:10.1080/12460125.2022.2136609

Cited by 3 publications

(9 citation statements)

References 67 publications

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“…The study used a closed-ended questionnaire and responses from earlier identified 28 experts to identify the impact of enabler variables on one another. In line with existing studies (Sreenivasan and Suresh, 2022; Patil et al , 2023; Thomas and Suresh, 2023), our study also used a five-point Likert scale with “0” to indicate “no influence” to “4”, indicating “very strong influence”.…”

Section: Methodsmentioning

confidence: 99%

“…The usage of ISM and MICMAC analysis has been done extensively from different perspectives, more to identify the enablers and establish contextual relationships based on their driving and dependence power (Patil et al , 2023; Sreenivasan and Suresh, 2022; Sindhwani et al , 2022). The study used a closed-ended questionnaire and responses from earlier identified 28 experts to identify the impact of enabler variables on one another.…”

Section: Methodsmentioning

confidence: 99%

“…In line with established literature on ISM and MICMAC (Warfield, 1982; Sharma et al , 2023; Patil et al , 2023), it classifies the factors/enablers into four categories: “driving”, “autonomous”, “dependent” and “linkage factors”. The factors can be explained below: Zone I: autonomous factors : These suggest enablers with less dependency and low driving power (Sharma et al , 2023).…”

Section: Methodsmentioning

confidence: 99%

“…As per our study, customer value and the dynamic capability of restaurants are dependent factors, as they are the most impacted by others. Zone III: linkage factors: These possess high dependency and greater driving power (Patil et al , 2023). Staff safety, hygiene practice, food delivery management, technology adoption, food quality, scalability, restaurant process control, online reviews and digital presence comprise these zones as they drive dynamic capability and customer value. Zone IV: independent factors : These suggest factors with higher driving capability but are seldom less dependent on others (Sharma et al , 2023; Patil et al , 2023). Our study’s key driving factors are local staff, outstation staff and financial capability.…”

Section: Methodsmentioning

confidence: 99%

“…Zone IV: independent factors : These suggest factors with higher driving capability but are seldom less dependent on others (Sharma et al , 2023; Patil et al , 2023). Our study’s key driving factors are local staff, outstation staff and financial capability.…”

Section: Methodsmentioning

confidence: 99%

See 4 more Smart Citations

Modelling enablers of business continuity for casual dining restaurants in post-COVID-19 era: an ISM and MICMAC perspective

Mandal,

Dubey,

Basu

et al. 2024

IJQSS

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Purpose While the COVID-19 pandemic has given many firms the importance of business continuity, restaurants have yet to realize the essential enablers. In this regard, the study explored the potential enablers that can help firms attain business continuity in the post-COVID-19 era for casual dining restaurants. Design/methodology/approach This study used an extensive literature review and further supported 28 restaurant managers with an average experience of 8.5 years to identify the potential enablers for ensuring business continuity for casual dining restaurants. Subsequently, this study used the interpretive structural modelling coupled with Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis to understand the context-specific inter-relationships as a hierarchical structural model. Findings Findings suggest that financial capability forms the key driver for other enablers in the hierarchy of business continuity for casual dining restaurants. Furthermore, manpower (local and outstation) are the second-level drivers of restaurant process control, digital presence, online reviews and feedback management, scalability, food quality, food delivery management, employee safety and hygiene. The third-level factors further help restaurants to achieve the dynamic capability required to provide customer value and ensure business continuity. Originality/value The study is the foremost to explore a business continuity framework in the new normal for casual dining restaurants in the country. Furthermore, several contextual inter-relationships exhibiting the hierarchy are also established for the business continuity of restaurants in the new normal.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

See 3 more Smart Citations

Modelling enablers of business continuity for casual dining restaurants in post-COVID-19 era: an ISM and MICMAC perspective

Mandal,

Dubey,

Basu

et al. 2024

IJQSS

View full text Add to dashboard Cite

show abstract

Blockchain technology as a driver of economic development in small economies: a dynamic capabilities framework

Kwok

Treiblmaier

2023

Journal of Decision Systems

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An environmental-based perspective framework: integrating IoT technology into a sustainable automotive supply chain

El Jaouhari,

Arif,

Samadhiya

et al. 2023

BIJ

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PurposeOver the next decade, humanity is going to face big environmental problems, and considering these serious issues, businesses are adopting environmentally responsible practices. To put forward specific measures to achieve a more prosperous environmental future, this study aims to develop an environment-based perspective framework by integrating the Internet of Things (IoT) technology into a sustainable automotive supply chain (SASC).Design/methodology/approachThe study presents a conceptual environmental framework – based on 29 factors constituting four stakeholders' rectifications – that holistically assess the SASC operations as part of the ReSOLVE model utilizing IoT. Then, experts from the SASC, IoT and sustainability areas participated in two rigorous rounds of a Delphi study to validate the framework.FindingsThe results indicate that the conceptual environmental framework proposed would help companies enhance the connectivity between major IoT tools in SASC, which would help develop congruent strategies for inducing sustainable growth.Originality/valueThis study adds value to existing knowledge on SASC sustainability and digitalization in the context where the SASC is under enormous pressure, competitiveness and increased variability.

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Business agility in technology internet of things projects

Cited by 3 publications

References 67 publications

Modelling enablers of business continuity for casual dining restaurants in post-COVID-19 era: an ISM and MICMAC perspective

Modelling enablers of business continuity for casual dining restaurants in post-COVID-19 era: an ISM and MICMAC perspective

Blockchain technology as a driver of economic development in small economies: a dynamic capabilities framework

An environmental-based perspective framework: integrating IoT technology into a sustainable automotive supply chain

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