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Understanding a lack of strategy execution research, especially a lack of execution frameworks, the purpose of this paper is to focus on building a model of one of the most classic aspects of effective strategy execution, i.e. alignment. The proposed framework of alignment demonstrates linkages among different factors of alignment and suggests a managerial action plan to successfully convert strategic goals into execution performance.

This study develops an empirically tested framework of “alignment” that can be used to plan effective strategy execution. The research context of the study is the firms operating in the infrastructure sector of India. A multi-method approach, combining qualitative and quantitative techniques, has been adopted with emphasis on the interpretation of the framework to suggest managerial actions.

This study shows that structure-strategy linkage is the most fundamental task of strategy execution. However, there are other aspects of alignment also that are critical. Also, there exist hierarchical relationships among different alignments. The structural understanding of alignment is required to set strong foundation for execution process.

This study is limited to firms in the infrastructure sector of India. A questionnaire survey approach may invite some bias in response. Also, a large sample size could have been more useful to generalize findings. The proposed framework in this study suggest that the alignment of structure with strategy is important but not sufficient for effective strategy execution. There exist hierarchical relationships, among the factors of alignment, showing a dependence-driving relationship.

Strategy execution is one of the biggest challenges that corporations have been facing. The existing literature has identified many issues leading to effective strategy execution. The “alignment” aspect of execution has been the most talked about. There are different levels of alignment required for successful strategy execution. Literature suggests some of the key areas of alignment. However, there has been a lack of frameworks demonstrating linkages among different alignments to facilitate effective strategy execution.

There is a lack of strategy execution frameworks, especially reflecting on the alignment aspect of strategy execution. This study focuses not only on “how” of the framework development but also on the “why” aspect of the same. The interpretation approach also helps in pondering on the contextual realities.

The competitive rivalry, rapid change and high business volatility necessitate inter-organizational collaboration, including the supply chain (SC). This paper develops an interpretive model of the effect of the chief executive officers’ (CEO's) transformational leadership (TL) style on SC collaboration and, consequently, on the firm's performance.

Total interpretive structural modeling (TISM) is adopted to develop a hierarchical model to delineate the association between the elements of TL, SC collaboration and firm performance. Furthermore, the model has been validated statistically.

The TISM analysis results suggest that the TL style elements require maximum attention and are strategic. These elements drive factors of SC collaboration leading to improved firm performance. Therefore, CEO leadership is critical for SC collaboration to effectively affect firm performance.

The TISM framework in this paper preferred the majority approach over the fuzzy one, which requires a much larger data set. However, the bias of the majority approach can be eliminated by having multiple consultations with participants. Further, the development and validation of the paper was limited to manufacturing small and medium enterprises (SMEs) in India. The model can also be tested in large organizations to garner additional insights.

This study uniquely integrates TL and SC collaboration elements to explain firm performance. The TISM framework explains not only the “what” and “how” but also the “why” of theory building. This study also adds methodological value by combining triangulation with the interpretive tool.

The purpose of this paper is to explain the variation in the relationship between governance mechanisms and the effect of the relationship on contract performance, especially in controlling partner opportunism.

This study conducts a comparative case analysis of contract governance of “National Health Insurance Program” in India. The data are collected using field research through in-depth interviews and direct observation across three states in India.

The authors find that the governance mechanisms continue to complement and substitute, both in a dynamic manner, but until aligned with the nature of transaction, they are ineffective to mitigate opportunism, a critical dimension of contract performance. Inappropriate governance mechanisms inflate the gaps in incomplete contracts, resulting in partner opportunism.

The study draws findings from healthcare context and service-based contracting; therefore, the applicability of this study may vary in other contexts.

The paper highlights the need for building flexibility in the governance structure while designing contracts. Further, managers need to combine both governance mechanisms dynamically to align with the nature of the transaction to control partner opportunism.

The authors contribute to the existing debate on the conundrum of the relationship between governance mechanisms and provide a new explanation. The authors propose that it is not the specific governance mechanisms but the alignment of the governance mix with the nature of the transaction that determines the contract performance, especially control of partner opportunism.

The dynamic business environment and intense competition have mandated agility in operations for manufacturing firms. Effective inter-organizational collaboration can make operations more agile. This paper develops an interpretive model to explore the effect of supply chain collaboration (SCC) on supply chain agility (SCA) and, subsequently, on business performance.

A hierarchical model that illustrates the relationship between SCC, SCA and firm performance components is developed using total interpretative structural modeling (TISM). Also, statistical validation of the model has been performed.

The results indicate that the vision and alertness of the firm on the strategic front promote collaboration between supply chain partners. This creates operational agility, helping the firm to absorb fluctuations in demand, thereby enhancing business performance.

The opinion of most respondents was considered to develop the TISM framework over the fuzzy one, which necessitates a significantly more extensive data set. However, multiple discussions with participants can eliminate the prejudice of the majority approach. Also, the paper's development and validation were restricted to Indian manufacturing small and medium-sized enterprises (SMEs). The model can potentially be evaluated in large organizations to provide further insights.

The study blends the factors of SCC and SCA in a novel way to explain their combined impact on business performance. The TISM model addresses the “why” of theory development in addition to the “what” and “how” of it. Using triangulation in combination with the interpretative tool, this study additionally offers methodological value.

This study aims to analyze the state of knowledge on the relationship between leadership and the firm’s supply chain. The study identifies and examines the existing literature, unveils research gaps and suggests future research directions.

Adopting a systematic review process, a total of 110 articles published in top-ranked academic journals (A* and A category as per ABDC-2019 list) were analyzed. Descriptive, cluster, thematic and regression analyses of citations were performed to garner insights.

The review outcome shows an upward trend of articles studying the influence of leadership in the supply chain. With the highest number of articles, developed countries and manufacturing companies have been the research contexts of the research studies. Clustering reveals eight significant areas where the leader’s involvement in the supply chain is discussed, with several sub-themes emerging within each cluster. Finally, the regression analysis of citations shows that only the journal’s quality matters the most in receiving the highest citation for the articles.

As this study considered only A* and A-ranked journals of the ABDC-2019 list, there is a risk of excluding some relevant articles.

While the current literature deliberates on recent trends in the supply chain, such as the application of Industry 4.0 practices, this review revolves around the classical theme of leadership and demonstrates its importance in the supply chain. The study is among the first to conduct a bibliometric analysis of articles deliberating on leadership and supply chain issues by grouping the articles into clusters and themes. In the end, the clusters and themes were conceptualized into the “House of Supply Chain Leadership,” of which leadership forms the foundation.

The central lesson to be learned from studying the case is to understand the challenges and constraints posed by contextual conditions in designing contracts in public–private partnerships (PPP) for financing and delivering health care in emerging economies such as India.

Perverse incentives, along with contextual conditions, led to extensive opportunistic behaviors among involved agencies, limiting the effectiveness of otherwise highly regarded innovative design of the program.

India’s “Rashtriya Swasthya Bima Yojana” or National Health Insurance Program, launched in 2007 provided free health insurance coverage to protect millions of low-income families from getting pushed into poverty due to catastrophic health-care expenditure. The program was implemented through a PPP using standardized contracts between multiple stakeholders from the public and private sector – insurance companies, hospitals, intermediaries, the provincial and federal government.

Teaching Notes are available for educators only.

CSS: 10 Public Sector Management.

Controlling partner opportunism in public-private partnership (PPP) requires effective adaptation of governance mechanisms over life-cycle. This paper proposes a process framework of effective governance adaptation for controlling partner opportunism in case of PPP.

Using in-depth interview data and extensive secondary data, a comparative case analysis of governance adaptation for controlling partner opportunism in two provinces in the “National Health Insurance Program” in India was conducted. The study uses contextual analysis and critical incident technique to identify the opportunistic behaviors and use processing tracing to map the adaptation of governance mechanisms for effective control of partner opportunism.

The paper makes several propositions and proposes a three-stage framework for effective governance adaptation for controlling partner opportunism. The study proposes that governance adaptation begins with the iterative process of discovering governance needs, followed by the dynamic interaction between governance mechanisms shaping the adaptation process. The process ends with two-dimensional alignment–alignment of partner's goal and alignment of governance mix with governance needs resulting in effective governance.

The paper contributes to the existing debates on governance mix and its effectiveness in PPP by proposing two-dimensional alignment for optimal governance adaptation leading to effective PPP governance.

Existing research presents contradictory findings about the effectiveness of governance mechanisms to control partner opportunism. The proposed process-view of governance adaptations tries to address this conundrum to some extent.

The essence of responsibility in leadership can help to integrate course of action of policy makers and Corporate Social Responsibility (CSR). This will augment meaningfulness of the humanity in human in the present era of isolationism, when everyone is becoming the part of the race. However, the precise criterion of different contexts of behaviour for Corporate Social Performance (CSP) that the pioneers or leaders understood and demonstrate the accountability is uncertain. This ambiguity and multiple dimensions of responsible leadership (RL) present in the current literature are concurring. Gaps identified indicates that there should be a methodical research on the impact of such leadership on the societal and firm level of outcomes. By following interpretivism approach in research, this paper relies on the content analysis of speeches, welcome stories, biographies and recorded interviews of selected business leaders and entrepreneurs in India. This research study identifies four different dimensions of orientation that leaders practice while fulfilling their responsibility and envisioning CSR. The limitation of this study is that it tries to map the leader's orientation under a cultural spectrum, but its findings still provide major insights for the future perspective of research based on the RL matrix model. The outcome of this study will be useful for the leaders to recognise the dimensions of responsible leadership for creating value addition in their style and practices. The model identified envisages practical implications of the corporate social responsibility theory.

India is a country of socio-cultural diversity. Every society and culture existing in India is full of values, ethics and morality regarding good deeds. The exhaustive survey of corporate social responsibility (CSR) literatures from Indian philosophical perspectives observes many studies based on the socio-cultural and religious aspects. It has been observed all these philosophical views and concepts covering socio-cultural and religious backgrounds have received attention in the field of CSR. It is observed that almost all views have been fully explored in the context of CSR. Therefore this chapter tries to detect the drivers of CSR with all these philosophies prevalent in the culture of Indian society. This study utilises the hermeneutics, a qualitative research methodology which involves an in-depth study, critical analysis, thoughtful understanding and explanatory interpretation of the concepts of CSR originated from diversified Indian society and culture. In a nutshell, from these viewpoints and philosophies of different cultures, CSR is seen from an inside-out perspective.

The purpose of this paper is to develop a model of automate for effective strategy execution.

Both exploratory and confirmatory modes of research using exploratory factor analysis, total interpretive structure modeling, and t-test techniques have been conducted.

In the context of effective strategy execution, the organization support system has most driving power affecting appropriateness of other automate systems. On the other hand, the effective design and deployment of control and monitoring system dependent on other systems. The control and monitoring directly affects the success of strategy execution while the other systems affect execution through structural mediation suggested by the proposed model.

Though this study adopts multiple research methods, a comparatively large sample size would be more useful. The study also faces subjective limitation of the research context. There is possibility of participant’s biases while responding to five-point scale questionnaire.

The driving-dependence linkages among the automate systems helps in developing appropriate managerial action plan to convert strategic goals into the results. The model helps in institutionalizing the systems as well as making them effective while linking them in structured relationship. Additionally, the integrated understanding of the automate systems helps promote a sense of purpose and shared meaning of systems among the key stakeholders, which smoothen the execution process.

This study reviews and factorize different automate systems and identifies structured linkages among them to demonstrate the relative criticality of each systems and how effective development of one system leads to the effectiveness of other system. This study also adds methodological value extending triangulation along with the interpretative tool.