Total interpretive structural modelling (TISM) of strategic performance management for Indian telecom service providers

Abstract

Purpose – The purpose of this paper is to develop a total interpretive structural modelling (TSIM) of strategic factors related to performance management in the context of Indian Telecom Service Providers taking dual perspectives in account, i.e. enterprise perspective and subscribers’ perspective. Design/methodology/approach – An evolving performance management framework, i.e. flexible strategy game-card has been taken as the basis to develop the strategic performance management model, where strategic factors have been identified through thematic content analysis and the hierarchical structure of factors has been developed using TISM. Findings – Two total interpretive structural models have been developed, one for enterprise-related strategic factors, and another for subscriber-related strategic factors. These hierarchical structures portray the leading and lagging factors of performance, and showcase that financial performance indicators are the lagging indicators. Research limitations/implications – This study has implications for both practitioners and academics. For practitioners, it provides an indicative list of strategic factors relevant for Indian telecom companies, which drive better financial results as well as a list of strategic factors that subscribers consider while assessing the performance of telecom operators. For academics, the methodology used provides a mechanism to conduct an exploratory study by identifying the variables of interest and highlighting their interactions through hierarchical structures. Originality/value – The proposed strategic performance management models developed through qualitative modelling technique is a new effort altogether in the context of Indian telecom operators’. Capturing subscribers’ perspective of firm's performance is neglected in existing performance management literature, and this study makes a contribution in this regard.

Barriers to the adoption of blockchain technology in business supply chains: a total interpretive structural modelling (TISM) approach

“…TISM is an advancement of traditional ISM (Yadav 2014) used to develop a contextual relationship-based performance model for the barriers hindering the successful adoption of blockchain in supply chains. This methodology is an interpretive way of modelling specific relationships based on judgments of the group about the relationship between different elements involved (Singh and Sushil 2013).…”

“…The MICMAC is an established methodology to analyse the impact of variables/elements measured by relationships (Dubey and Ali 2014;Jain and Raj 2015;Diabat et al 2013;2014). We apply MICMAC to identify the key barriers that hinder the adoption of blockchain.…”

Mapping the human resource focused enablers with sustainability viewpoints in Indian power sector

“…TISM not only assign value in constructing more interpretive structural model; but also provide logic by creating a knowledge base. It can be considered as "a stepping-stone in enhancing the interpretiveness in the structural modeling, thereby making the logic of the model more transparent rather than leaving it open to multiple interpretations by various users" Yadav and Sushil, 2014). Though new, it's a promising technique used by many researchers (Yadav and Sushil, 2014;Narkhede and Gardas, 2018).…”

“…Feeling of attachment increases the stay in organization Similarly, another 30 hypotheses were drawn up for the other 30 links. A one-tailed one sample t-test is used to test hypotheses (Yadav and Sushil, 2014). Table 6 shows the values on responses along with significance levels and decisions of acceptance or rejection.…”

Flexible Work Organizations

“…The graphical representation of the interpretive relationships in the form of a Total Interpretive Structural Model (TISM) for telecom service business in India Khare 2014;Khare et al 2014) is, thereafter arrived at (Appendix). Authors have drawn TISM for other domains such as education (Prasad and Suri 2011), e-Governance ) and performance management (Yadav and Sushil 2014) deploying similar methodology. This questionnaire is distributed among senior telecom executives of various telecom operating companies in India and responses obtained.…”