Browsing by Author "Yadav, Neetu"

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Application of system dynamics methodology in performance management system: a case study of Indian automotive firm
(Inder Science, 2020) Yadav, Neetu
The study aims at showcasing the application of system dynamic (SD) methodology for developing 'system dynamics-based performance management model' where one of the Indian automobile manufacturing firms has been chosen as the context. Flexible strategy game-card has been used as a theoretical basis for developing the performance management system (PMS). The model emphasises looking beyond the dynamics of leading and lagging performance indicators and capturing dynamics of strategic interventions and firm's performance. The study adopts SD methodology, and it is tools as causal loop diagrams and feedback loops to capture dynamics of strategic interventions and lagging performance indicators. ISEE systems STELLA 10.0.2 software package has been used to develop the stock-and-flow diagram. The results of SD model simulation portray that introduction of new products in light commercial vehicles segment, and value-addition by training and development of staff lead to an increase in the sales volume, thus supporting formulated hypotheses. This study goes beyond the dynamics of leading-lagging performance indicators and highlights the interaction of strategic interventions/actions with firm's performance that enables managers to visualise systems perspective and feedback on actions taken.
Comparison of Indian with Asian organizations using the high performance organization framework: an empirical approach
(Taylor & Francis, 2019-07) Yadav, Neetu
The continuing quest of Indian companies to become leading in the region leads to two research questions: (1) How high performing are Indian organizations currently, compared to other Asian organizations? and (2) What do Indian organizations need to focus on to become truly world-class? We investigate the answers on these two questions using the High Performance Organization (HPO) Framework - a scientifically holistic improvement framework - that evaluates whether organizations are high-performing, and if not, what they need to focus on to become HPO. The study also compares HPO scores of Indian organisations with other Asian companies
Developing a comprehensive business case for sustainability: an inductive study
(Emerald, 2022-12) Yadav, Neetu
In this paper, the authors argue that there is a flip side to the business-and-sustainability relationship, which deals with how sustainability affects management practices. The so-called first-class leading companies in sustainability have put sustainability at the centre of strategic planning and defined their business case for sustainability. This paper aims to analyse these companies on sustainability imperatives and propose a comprehensive framework for developing a business case for sustainability.
Development of Flexible Strategy Game-card: A Case Study
(Springer, 2014-12) Yadav, Neetu
Scorecards developed by the companies all over the globe faced a lot of criticism, and the researchers and practitioners realized a need to look beyond the scorecard. Many developments happened in this direction, out of which one of the attempts made to propose flexible strategy game-card, which intends to support the whole cycle of strategy formulation and execution and emphasizes the concept of game-card rather than scorecard. This chapter makes an attempt to develop a flexible strategy game-card for a case company. This case study has been developed in the context of one of the Indian telecom service-providing firms. The game-card has been developed, and an attempt has been made to draw the comparisons of the game-card with the scorecard, which highlights how the game-cards can be helpful to overcome some of the limitations of the scorecard. The outcome of the study is to present the practical application of this evolving performance management framework, which helps to demonstrate the mechanism for the development of game-card to the body of knowledge related to strategic performance management.
Development of performance management system incorporating dual perspectives of enterprise and customers
(Emerald, 2018-07) Yadav, Neetu
Performance measurement and management (PMM) literature is highly abundant with numerous PMM frameworks encapsulating various aspects of enterprise performance that are largely driven by enterprise viewpoint. Considering dynamic nature of Indian telecom industry where customers hold high bargaining power in the industry, flexible strategy game-card has been adopted as a theoretical basis. The purpose of this study is to capture an “outside-in view” of enterprise performance by incorporating performance measurement from customers’ perspective and highlight dual perspectives of performance, i.e. enterprise and customers’
Disruptive innovation in saturated Indian telecom space: a case of Reliance Jio
(Inder Science, 2020) Yadav, Neetu
An introduction of Reliance Jio in 2016 has disrupted saturated Indian telecom industry, and in just six months since the launch, data consumption in India has gone up six-fold to 1.2 billion gigabytes per month, making India the largest mobile data consumer in the world. As operator claims that 100 million users in 170 days of the launch were the fastest in the world. Price sensitive Indian telecom industry experienced consolidation due to margin pressures. This article probes into the reasons for the unprecedented growth of Jio primarily from innovation angle and does it qualify to be a 'disruptive innovation' as per the disruption theory proposed by Christensen? It is found that a late entrant in hyper-competitive telecom space brought disruption in the industry by focusing on process innovation, product and services innovation, business model innovation that has shifted from voice to data. With a PAN India 4G license, it emerged as a digital content solution provider and also qualified to be a disruptive innovation.
Drivers of Sustainability Practices and SMEs: A Systematic Literature Review
(European Journal of Sustainable Development, 2018) Rani, Leela; Yadav, Neetu
Formal SMEs contribute up to 60% of total employment and up to 40% of GDP in emerging economies (World Bank, 2015). Globalization council (2009) study reveals that SMEs have more flexibility than MNCs to easily adapt and change to meet important environmental & social targets. Thus, with the right strategy, SMEs can offer both economic prosperity and environmental protection. This raises an important question as to what drives SMEs to consider sustainability in their practices? The article aims at presenting a comprehensive list of numerous drivers identified globally by various researchers using the research technique of systematic literature review. The study intends to contribute to the knowledge base by providing comprehensive state-of-the-art views and findings in the area sustainability practices and their drivers particularly in the context of SMEs.
Dynamics of strategic interventions with firm’s performance: Case illustration in Indian context
(Emerald, 2015-06) Yadav, Neetu
The purpose of this paper is to explore the relationships between strategic interventions with firm’s performance using flexible strategy game-card (FSGC) approach in the context of one of the Indian telecom service providers.
Era of Strategic Performance Management Post 2000: Thinking Beyond Balanced Scorecard (a Literature Review)
(SSRN, 2012-06) Yadav, Neetu
Balanced scorecard (BSC) developed by Kaplan and Norton which is extensively used by corporations for performance measurement and control system. Last two decades can be considered as an important period for enterprise performance management system as lot many criticism of BSC has been highlighted by practitioners and researchers and it had given a new way to researchers to think beyond BSC. This paper can be considered as a literature review paper where an attempt has been made to review post 2000 era of strategic performance management in terms of new development made by adding important issues related to development or designing of performance measures, performance measurement systems and performance management frameworks. The study provides an overview about BSC which include its dominance, application, practitioners view about implementation and criticism highlighted in the literature. Further, it discusses important issues raised by researchers for development of integrated performance measurement system and other issues which made an attempt to overcome the shortcomings of BSC. The literature review of around two decades is presented here where the review of 1992-2011is done to get the literature regarding application, criticism and other important issues related to BSC and 2000-2011 period’s review gives an insight about the issues raised by practitioners and researchers related to performance measurement and management system designing and development. This study gives a snapshot of the developments in the area of strategic performance management for the future researchers. The expected outcome of this study is to gain insights from the literature regarding development of integrated and holistic performance management system for the enterprise which leads to an integrated, holistic and dynamic view of enterprise performance management
Flexibility Aspects in Performance Management System: An Illustration of Flexible Strategy Game-card
(Springer, 2014-03) Yadav, Neetu
Performance management system (PMS) portrays the attainment of an enterprise’s vision and mission through fulfilling the targets and goals. These systems need to follow a cyclic process of continuous improvement with dynamism but, the literature highlights major shortcomings of PMS in terms of lack of causality, feedback approach and lack of dynamism. The study examines the strategic flexibility aspects in PMS through application of one of the recent developments, i.e. flexible strategy game-card. This framework incorporates the situation, actor, process and performance related aspects of an enterprise and combines dual perspective of performance, i.e. enterprise perspective, and customer perspective. The mechanism of implementing flexible strategy game-card has been adopted in the context of one of the Indian automobile manufacturing enterprises, and it is revealed through the study that an effective PMS can become a dynamic system through incorporating the dynamics of external and internal environment, feedback and corrective actions in the existing strategic interventions as well as developing new strategies and business plans.
Higher Education and Sustainable Development: An Exploratory Study of Indian Management Institutions
(Springer, 2017-02) Yadav, Neetu
The objective of this paper is to explore the applicability of sustainability education in the Indian higher education sector. Specifically, we examine Business Management curriculum innovation for sustainability education with an emphasis on course design, content, and delivery mechanism. This study is exploratory in nature and adopts content analysis methodology for analyzing primary data from semi-structured interviews and secondary data from university websites and reports. Our findings reveal that sustainability education initiatives in Indian Business Management schools and departments attempts to create an understanding and build competence on social, environmental, and sustainable aspects of business. But there is still a very long way to go. The objective of self-reflection in students for the betterment of community and planet earth is yet to be achieved by the way of participative and engaged learning.
India’s Super 50 companies and their mission statement: a multifold perspective
(Emerald, 2019-05) Yadav, Neetu
The purpose of this paper is to analyze the content of mission statements of India’s Super 50 companies, selected from Forbes India magazine, on multiple aspects such as components, stakeholders’ inclusion, content readability and strategic orientation.
Modeling Strategic Performance Management of Automobile Manufacturing Enterprises: An Indian Context
(Emerald, 2015-07) Yadav, Neetu
This paper aims to present strategic performance management modeling of the Indian automobile manufacturing enterprises. This will help to understand the hierarchical structure and linkages of different strategic factors related to enterprise performance in a better way. Automobile manufacturing industry is one of the top industries in India. It is of paramount importance to identify the strategic factors and their linkages to understand the strategic performance management issues better.
Patanjali Ayurved Limited: A Local Player Posing Threat to Multinationals
(ET Cases, 2017) Yadav, Neetu
This case presents the unique story of Patanjali Ayurved Ltd. (Patanjali), which was started in 1997 as a small pharmacy in Uttaranchal by famous yoga guru Baba Ramdev and an ayurveda expert Acharya Balkrishna. It has evolved as a game-changer in Indian consumer goods industry with its ayurvedic, herbal and organic range of groceries, medicines, home and personal care items selling via its 1,200 Patanjali Chikitsalayas (operated in franchise mode), 2,500 Aarogya Kendras (operated in franchise mode), 7,000 stores in villages and 5,600 mobile marketing vehicles, clocking a turnover of INR5,000 crore in the FY 2015-16. It is all set to beat well-established FMCG players like HUL, Dabur, Godrej Consumer Products, Emami and Marico. This case reflects on the success story of Patanjali highlighting the marketing and business-level strategies that enabled sustainable competitive advantage and started posing a threat to well-established MNCs. This case reflects on how Patanjali created its own space in a highly crowded Indian FMCG space. Will it be able to sustain phenomenal growth and emerge as the market leader with revenues of INR10,000 crore by 2017 and INR20,000 crore by 2020?
Pathway towards Competitiveness through Sustainable Enterprise: A Study of Tata Group
(International Journal of Global Business and Competitiveness, 2017) Yadav, Neetu
As the globe is changing so as the business opportunities that sustainability has brought to the corporates. Some companies have started addressing the pressing need of building a sustainable and healthy life for communities and future generations by reducing carbon footprints, recycling, water and waste management as part of their sustainability strategies. Some international firms have identified these strategies as upcoming sources of competitive advantage. In this direction, few consulting and media companies have developed few sustainability indices to rank global corporations on select dimensions of sustainability, however, Indian companies are lagging in these rankings. This article aims at investigating sustainability initiatives of one of India's top conglomerate groups, i.e., Tata Group. The emphasis of investigation is to analyze this group's sustainability initiatives on select dimensions of sustainable enterprise adopted from Corporate Knight's 14 Key Performance Indicators (KPIs). The case analysis reveals that Tata Group companies are consistently performing on crucial environmental and social dimensions of water conservation, energy productivity, waste management, renewable energy, community development, employee safety, and performance. However, there is a need to focus upon certain other issues as leadership diversity, and linkage of targets or rewards with clean capitalism that stress action from not only senior management but also other managerial levels.
Performance measurement and management frameworks: Research trends of the last two decades
(Emerald, 2013-11) Yadav, Neetu
The purpose of this paper is to provide an integrated framework of performance management area showcasing research trends in performance measurement and management frameworks developed and discussed by revisiting the literature of the last two decades – from 1991 to 2011.
Revisiting performance measurement and management: deriving linkages with strategic management theories
(Inder Science, 2014-03) Yadav, Neetu
The interest in performance measurement and management (PMM) has notably increased in the last two decades. The purpose of the paper is to revisit the research and knowledge base of the last two decades related to performance measurement and management and exploring the linkages with theories related to strategic management. A critical analysis of existing performance management frameworks has been carried out and an attempt has been made to derive linkages with strategic management theories. Ten PMM frameworks have been selected for the study, and some classical strategic management theories have been chosen for exploring the linkages of two areas, i.e., strategic management and performance measurement and management. The linkages with strategic management theories help to reflect the relationship between strategy and firm’s performance. The analysis carried out in the study reflects that most of the PMM frameworks follow resource-based view theory, and developments happened post 2000 considered stakeholder theory by inclusion of all the stakeholders, but still the PMM frameworks lack strategic orientation which is an eye-opening result that came out of the study. The results of the study can be validated by one of the empirical studies by Thaker (2011) stating that still business performance management systems are satisfying tactical purposes and are lacking in strategic thinking.
Theoretical Roots of Flexible Strategy Game-card: An Evolving Strategic Performance Management Framework
(Springer, 2013) Yadav, Neetu
In the last two decades, many developments have been made in the field of strategic performance management in terms of performance management frameworks/models. The major developments are performance prism, Kanji’s business scorecard, holistic scorecard, system dynamics-based balanced scorecard, etc. One of the attempts made to propose an integrated performance management framework is named as flexible strategy game-card, which intends to support full cycle of strategy formulation, execution, performance measurement, and management. This chapter is an attempt to discuss about this evolving performance management framework in terms of its evolution, the theoretical roots, and application of framework by presenting an illustration. The outcome of the chapter is to share theoretical roots with the researchers and practitioners related to this recent development.
Total interpretive structural modelling (TISM) of strategic performance management for Indian telecom service providers
(Emerald, 2014-04) Yadav, Neetu
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.
Value appropriation in inter-firm coopetitive alliances: case of the Indian pharmaceutical industry
(Taylor & Francis, 2023) Bhat, Anil Kumar; Yadav, Neetu
Coopetition research is evolving in management practice, with an increasing number of firms relying on collaborating with competitors to boost up their product development and foster innovation. The competition and collaboration dualism in coopetitive alliances has led to a lot of coopetition research on value creation and value appropriation in strategic coopetitive alliances. Though inter-firm value appropriation has been studied in diverse settings, and the assortment of theoretical perspectives has been adopted, most research on inter-firm value appropriation has concentrated around either the firms’ bargaining power, or the isolating mechanisms deployed by firms to exploit or defend appropriation streams. Our research approach is a qualitative study, intending to inform research about configurations of value appropriation by identifying the determinants of value appropriation in interfirm coopetitive alliances. We conduct a context interview with a senior leader from the Indian pharmaceutical industry (IPI) to propose a framework based on determinants influencing value appropriation in coopetitive interfirm alliances in the IPI. Overall, our results provide unique insights into how pharmaceutical firms in a coopetitive dyadic alliance perceive value appropriation, how different factors influence the value appropriation and provide guidance to managers on what factors or mechanisms can help in appropriating value in a coopetitive alliance. Further, we identify a set of opportunities for future research studies that may inspire the advancement of research on value appropriation in coopetitive alliances.