Managing Flexibility

1. Front Matter

   Pages i-xvii

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2. Managing Flexibility

   1. Front Matter

      Pages 1-1

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   2. Managing Flexibility: Developing a Framework of Flexibility Maturity Model

      • Sushil

      Pages 3-19

   3. Critical Design Elements for Service Systems

      • Rashmi Jain, Qing Shu

      Pages 21-28

   4. Flexibility Intensity—How Market Forces Drive Variability

      • Nirmal Pal

      Pages 29-36

   5. Organizational Excellence Through Total Flexi-Quality: People Dimension

      • Amit Chatterjee

      Pages 37-42

   6. Towards Linkage between Strategy Formulation and E-governance Performance

      • P. K. Suri

      Pages 43-59

3. People Flexibility

   1. Front Matter

      Pages 61-61

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   2. Significance of LMX Congruence and Its Flexibility on Subordinate Performance and Promotability

      • Megha Gupta, Kanika T. Bhal

      Pages 63-72

   3. Practical Insights on Managing Diversity in International ICT Projects

      • Christina Böhm

      Pages 73-84

   4. Developing Flexible Leaders Flexibly

      • Gautam Pant, Shuchi Sinha

      Pages 85-102

   5. Role Efficacy and People Flexibility: Examining Moderating Functions of Demographic Factors

      • Umesh Kumar Bamel, Renu Rastogi, Santosh Rangnekar, Shyam Narayan

      Pages 103-113

   6. Exploring the Complex Interface between IT Professional and HR: Building Flexibility Applying Cybernetic Concepts

      • Supriya Kummamuru, P. N. Murthy

      Pages 115-133

4. Process Flexibility

   1. Front Matter

      Pages 135-135

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   2. Incentives for Information Sharing in Collaborative Supply Chains

      • Aditya Saharia

      Pages 137-145

   3. Modeling Flexible Procurement Problem

      • Harpreet Kaur, Surya Prakash Singh

      Pages 147-170

   4. Modeling Hierarchical Relationships Among Enablers of Supply Chain Coordination in Flexible Environment

      • Dhanya Jothimani, Ravi Shankar, Surendra S. Yadav

      Pages 171-186

   5. Flexibility in Transportation Management Strategy for Improved Efficiency: An Indian Soft Drink Industry Perspective

      • Kamal Karnatak, P. R. S. Sarma

      Pages 187-200

5. Flexibility in Technology and Innovation Management

   1. Front Matter

      Pages 201-201

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   2. Research and Development (R&D) Continuity of Biotech Start-ups in Financial Crisis

      • Takao Fujiwara

      Pages 203-221

This edited book provides a conceptual framework of managing flexibility in the areas of people, process, technology and business supported by researches/case applications in various types of flexibilities in business. The book is organized into following five parts: (i) Managing Flexibility; (ii) People Flexibility; (iii) Process Flexibility; (iv) Flexibility in Technology and Innovation Management; and (v) Business Flexibility. Managing flexibility at the level of people, process, technology and business encompasses the requirements of both choice and speed. The need for managing flexibility is growing to cope with the developments and challenges in the global business environment. This can be seen from reactive as well as proactive perspectives. Flexibility is a major dimension of business excellence and deals with a paradoxical view point such as stability and dynamism, continuity and change, centralization and decentralization, and so on. It needs to be managed at the levels of people, process, technology and various business functions and it is important to create flexibility at the level of people to create and manage flexibility in processes and technologies in order to support flexible business requirements.

• Business Flexibility
• Managing Flexibility
• People Flexibility
• Process Flexibility
• Technology Flexibility

• Department of Management Studies, Indian Institute of Technology Delhi, New Delhi, India

  Sushil, Kanika T. Bhal, Surya Prakash Singh

Sushil is Abdulaziz Alsagar chair professor (professor of strategic, flexible systems and technology management), and Chair, Strategic Management Group at the Department of Management Studies, Indian Institute of Technology (IIT) Delhi. He has served as visiting professor and delivered seminars in many leading universities; some representative ones are University of Minnesota, Minneapolis, MN, Stevens Institute of Technology, NJ, University of Lethbridge, Alberta, Université Paris 1 Panthéon-Sorbonne, Paris, among others. He is an active researcher and supervised more than 60 doctoral dissertations. He has 20 books to his credit in the areas of flexibility, strategy, systems thinking, and technology management. He has over 300 papers in various refereed journals and conferences and pioneered the area of “flexible systems management”, making original contributions to the field of knowledge in the form of interpretive approaches in management. He is the founder editor-in-chief of Global Journal of Flexible Systems Management and serving on the editorial boards of leading international journals. He is the founder president of the professional body, “Global Institute of Flexible Systems Management.” Currently he is serving as an independent director on the boards of RINL and HSCC.

Kanika T. Bhal is Modi Chair Professor and Head at the Department of Management Studies at IIT Delhi. A PhD from IIT Kanpur, and a visiting fellow at Sloan School of Management (Cambridge, USA), she is an expert in behavioural sciences in general and leadership in particular. She has published several articles in national and international journals and conferences and is on the editorial boards of national and international journals. She has authored books on leadership, culture and ethics. She has conducted sponsored research on several nationally and internationally funded (with Fordham University, Bronx, USA and Wharton Business School, Philadelphia,USA) projects. Besides being a consultant to various national organizations like Fifth Central Pay Commission of India, First National Judicial Pay Commission of India, DRDO, UPSC, DGS&D, Ministry of Rural Development NICD, and Ministry of Environment and Forests; she is invited as expert on Government committees and is a member of the Academy of Management, USA; Society for Industrial Organization and Psychology; and Global Institute of Flexible Systems Management.

Surya Prakash Singh is an associate professor in the area of operations management at the Department of Management Studies, IIT Delhi. He obtained his PhD from IIT Kanpur and Post-Doctoral fellowship in Manufacturing Systems from Singapore-MIT Alliance, National University of Singapore. Prior to joining IIT Delhi, he was faculty at Xavier Institute of Management Bhubaneswar and visiting faculty at Management Centre, Ravenshaw University, Cuttack, India. His research interests includes facility layout and locations problems, optimization techniques, optimizing supply chains, materials management, designing heuristics and meta-heuristics, and operations research. He has published his work in various leading international journals such as International Journal of Production Research, Lecture notes in Computer Science, International Journal of Advance Manufacturing Technology, European Journal of Management, Review of Business Research, and International Journal of Recent Trends in Engineering, among others. He has also contributed chapters in edited volumes published by Vilnius Gediminas Technical University Publishing House “Technika” Vilinius, Lithuania (Continuous Optimization And Knowledge-Based Technologies), and INTECH publisher, Vienna, Austria (Travelling Salesman Problem: Theory And Applications). He is a life member of IAENG, Hong Kong; senior member, International Association of Computer science and Information Technology, Singapore; and senior member, ACEEE,India. He is on the Editorial Board of Journal of Management and Public Policy.

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