Browsing by Author "Antony, Jiju"

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    Role of leadership in the digitalisation of manufacturing organisations
    (2023) Tortorella, Guilherme; Prashar, Anupama; Antony, Jiju; Mac Cawley, Alejandro Francisco; Vassolo, Roberto; Sony, Michael
    PurposeThis study examines the moderating role of leadership behaviours on the relationship between Industry 4.0 (I4.0) maturity and operational performance in manufacturers.Design/methodology/approachFor that, 189 leaders from manufacturing organisations located in India and Brazil that are undergoing I4.0 implementation were surveyed. The collected data was analysed using multivariate data techniques, which allowed to verify the validity of our research hypotheses. This study was grounded on the concepts from the socio-technical systems (STS) theory.FindingsThe findings indicated that task-oriented leadership behaviours positively moderate the relationship between technologies for digitalisation and operational performance. A similar effect was found for the interaction between change-oriented leadership behaviours and strategy for digitalisation. In turn, the moderating effects of relations-oriented and change-oriented leadership behaviours were negative when considering the I4.0 maturity dimensions of employee and culture for digitalisation and technology for digitalisation, respectively.Originality/valueThis study offers arguments to better understand the role of leaders' behaviours in the digitalisation of organisations. Changing behaviours is usually a long-term and time-consuming activity. The identification of the leadership behaviours that are more likely to support digitalisation allows companies to anticipate potential issues and prioritise efforts to assertively develop leaders.
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    Soft lean practices and organizational resilience in the service sector
    (2023) Tortorella, Guilherme; Prashar, Anupama; Antony, Jiju; Vassolo, Roberto; Mac Cawley Vergara, Alejandro Francisco; Peimbert García, Rodrigo; Mattos Nascimento, Daniel Luiz de
    PurposeThis paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.Design/methodology/approachA mixed-methods explanatory design that relied on two sequential and complementary phases was adopted. In the first phase, a quantitative analysis was performed based on data collected from practitioners from service organizations, allowing the identification of the significance of this relationship. In the second phase, the authors used semi-structured interviews with experts to qualitatively assess how this relationship occurs.FindingsFindings indicated that soft lean practices are positively associated with organizational resilience, although the extent of their relationships varies depending on the resilience ability under analysis. Interviews with experts also provided specific details on how such relationships occur, adding insights to the numerical results.Originality/valueThis study provides a deeper understanding of the implications of lean management, specifically concerning the support of soft lean practices to develop organizational resilience. Additionally, the identification of this relationship (and how it occurs) allows service organizations to deploy human-related strategies to promote broader adoption of certain soft lean practices. As socio-cultural changes are usually time-consuming, anticipating these organizational resilience needs may result in competitive advantages in the face of disruptive events.