Review of Literature

This document is develop by reviewing literature review of journal

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Submitted to:
Syed Sohaib Zubair & Asim Amjad
Submitted by:
Shakeel Ahmad MS-IEM-26
M. Ammar Mohsin MS-IEM-44

Subject: Research Methodology

INSTITUTE OF QUALITY & TECHNOLOGY MANAGEMENT,

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 Supply chain integration: an empirical study on
manufacturing industry in Malaysia
A. H. Zolait, Ali Hussein Zolait & V.G.R. Chandran
Abstract: The purpose of this paper is to attempt to identify the relationship between supply chain process
integration and firm performance. The dimension classification and measurement instrument of the framework
adapted from the previous research focus on firm performance impacts of digitally enabled supply chain integration
(SCI) capabilities. The study employed the quantitative method where convenience sampling and self-administered
survey questionnaires were sent to 98 conference participants in Malaysia. The research framework was pre-tested
using multivariate analysis.
Main Body: The findings reveal that all three dimensions of supply chain process integration were statistically
significant to firm performance. Furthermore, information flow integration shows a greater influence than physical
and financial flow integration. This study focused on the manufacturing sector with respondents who were
participants of a conference. The results offer insights to supply chain management practitioners and policy makers
on the importance of SCI and information technology (IT) infrastructure to improve the competitiveness of
manufacturing industry in terms of operational excellence, revenue growth and customer relationship.
Conclusion: These findings have some important implications for theory and managerial practice. In terms of theory,
organizations should consider more options for vertical integration, either backward or forward integration as part of
their business operational strategy along the supply chain. This study highlighted the achievement of supply chain
strategy through upstream and downstream integration as part of the manufacturing strategy.

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 Mapping supply chain strategy: an industry analysis
Barin Nag, Chaodong Han and Dong-qing Yao
Abstract: In manufacturing industries, the levels of inventories at all stages (i.e. raw material, work-in-process and
finished goods inventories) indicate the firm’s competitive positioning, strategies, internal processes and
relationships with suppliers and downstream customers. The authors identify patterns of manufacturing industries
based on levels of raw material and finished goods inventories to classify inbound and outbound supply chain
strategies.
Main Idea: The authors review literature on supply chain inventory strategy and perform cluster analysis to analyze
patterns of manufacturing industries based on manufacturing industry data collected from US Census of Bureau.
Following Porter’s Five Forces Model, the authors perform in-depth case studies of four representative industries to
analyze factors driving supply chain strategies, including industry intensity of rivalry, threat of new entrants, threat
of substitutes, bargaining power of suppliers, and bargaining power of buyers.
Conclusion: This study identifies three streams of research on supply chain strategy: Fisher’s model and its
variations, lean and agile paradigms, and push/pull systems. It finds that whether an industry shows low or high raw
materials or finished goods inventories depending on its products, processes, and the dynamics of all forces
described in the Five Forces Model. This study is not able to include supplier selection, production strategies,
warehousing and distribution, and even product design into the analysis of supply chain strategy due to data
limitation. This study classifies industries based on average inventory levels of raw materials and finished goods,
while inventory levels and supply chain strategies for specific firms may vary significantly within each industry.

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 Supply Chain Management Practices In Indian Industry
B.S. Sahay and Ramneesh Mohan
Abstract: Increasing uncertainty of supply networks, globalization of businesses, proliferation of product variety and
shortening of product life cycles have forced Indian organizations to look beyond their four walls for collaboration
with supply chain partners. With a gross domestic product (GDP) of over US$474.3 billion, the Indian industry
spends 14 percent of its GDP on logistics. Considering this scenario, it is necessary to study the supply chain
practices being followed by the Indian industry and to suggest areas for improving the same.
Main Idea: This paper is based on a joint survey, covering 156 organizations, carried out by Management
Development Institute, Gurgaon and KPMG India. The paper primarily focuses on the status of four major supply
chain dimensions. To succeed today and to pave the way for a better future, Indian organizations need to create
strong linkages with their business partners using the concept of supply chain management. More and more Indian
organizations today are realizing the importance of developing and implementing a comprehensive supply chain
strategy – and then linking this strategy to the overall business goals.
Conclusion: The study has implications for Indian industry. This paper has outlined the supply chain practices
followed by Indian organizations giving due coverage to four dimensions namely supply chain strategy, supply chain
integration, inventory management and IT. It is recommended that Indian organizations should align supply chain
strategy with business strategy in order to deliver highest customer satisfaction, streamline processes for supply
chain integration to achieve operational excellence, and form partnerships to minimize inventory and maximize
profits.
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 Managing Complex Projects In The Infrastructure Sector­­-a Structural Equation Model For Flexibility-focused Project Management

Per Erik Eriksson, Johan Larsson, Ossi Pesämaa

Abstract: Complex construction projects in the infrastructure sector are often beset with delays, which cause benefit
shortfalls and increased costs. Prior project management literature and practice have mostly adopted a traditional
control-focused approach, but recent research suggests that complex projects need more flexibility practices to
manage inevitable project change. Thus, the objectives of this study were to develop and empirically test a model for
flexibility-focused project management practices to improve time performance in complex projects in the
infrastructure sector. Based on empirical data from 138 construction projects procured and managed by the Swedish
Transport Administration, the structural equation model shows that complexity and collaboration drive explorative
learning, which improves adaptation and thereby improves time performance.
Main Idea: Inter-organizational collaboration is important for explorative learning and innovation several reasons.
When actors generate ideas and engage in explorative learning in isolation, it is difficult to explore fundamentally
different knowledge bases and create opportunities for acquiring new knowledge and technology. However, cross-
fertilization or re-combination of diverse knowledge bases enhances innovation and explorative learning.
Conclusion: Our findings highlight the importance of tailoring project management practices to the project
characteristics at hand. Our empirical study provides two main practical implications that are central for project
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managers. First, because the model verifies that complex projects need a flexibility-focused project management
approach (instead of the traditional control- focused approach), the level of complexity needs to be identified in early
project stages. The higher the complexity, the more flexibility-focused project management practices are needed. By
analyzing the complexity level in early stages, the client organization can choose a suitable project manager (with
experience and competence related to control-based or flexibility-based project management practices). The chosen
project manager can subsequently tailor management practices to fit the project characteristics.
 Prior Ties And Trust Development In Project Teams – A Case Study From The Construction Industry

Marte Pettersen Buvik , Monica Rolfsen

Abstract: The limited duration and the high time constraints facing projects may pose challenges to the development of
working relationships in project teams. Relationships can be influenced by the history of interactions and prior ties between
team members. Development of trust is crucial but challenging in the context of cross-functional project teams and prior ties
can have imperative influence on the team’s ability to create trust. Through a case study in the construction industry, we
explore how prior ties between team members influence the development of trust. We identify four important aspects; early
formation of integrative work practices, development of a common philosophy, open communication, early and clear role
expectations, all contributing to development of trust in an early phase.
Main Idea: It’s easier to think the thoughts and do something with it if you have some of the same people who also have
shared the experience.”Their shared experience also included knowledge of each other’s thinking processes, the tacit,
implicit knowledge that is difficult to articulate but is revealed in people’s actions. The mutual knowledge made it easier to
set ideas into practice, as the quote indicates. Another team member explained the common philosophy in this way: The
open sharing of information and communication patterns enabled team members to develop strong relationships, resulting
in higher levels of trust. This is in line with previous research suggesting that trust building is influenced by open
communication and a shared language found that regular communication allows the exchange of information about each
other’s prefer values, and approaches to problems, thereby creating knowledge-based trust.
Conclusion:
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Our research question addressed how prior ties between team members influence trust development in cross-
functional project teams, and we have focused on trust within project teams. We have conducted research using a single case
from a large construction company, considering cross-functional teams experiencing uncertainties and a high level of time
pressure. Our study shows that positive prior ties can have a substantial effect on the development of trust at the beginning
of the project. However, we lack evidence of the effect of negative prior ties, and future research should explore how
negative experience can affect project work. Our findings suggest that positive prior ties between team members seem to
stimulate early trust formation and integration within the team through their effect on central team processes.
 Evolution Of Project Based Organization: A Case Study
Young Hoon Kwak , Hessam Sadatsafavi , John Walewski , Nigel L. Williams

Abstract: Little research has been conducted on how project-based organizations navigate internal and external pressures to
develop and improve project competences over time. Using a cases study approach, this paper examines the development
and implementation of project based organization over a period of 30 years. Overall, the evolution of project management
competencies in the organization broadly followed the prevailing approaches in improving organizational management
practices uncovered in review of literature. This research also presents how a systematic approach of project management
maturity models for identifying and implementing project management practices and processes can increase the
effectiveness and comprehensiveness of overall management practices.
Main Idea: Maturity models are considered to be strategic tools used by senior managers to identify improvement areas and
to prioritize improvement actions. These models originate in the earlier successful application of quality management tech-
inquest in manufacturing processes. Specifically, the idea of maturity originated in the process improvement domain here it is
believed that processes can operate predictably as controllable systems. Process capability models apply this notion and
define the process capability as "the quantifiable range of expected results that can be achieved by following a process"
Accordingly; process maturity levels are defined using the concept that the expected outcome of a process is affected by the
extents to which an organization deploys specific practices in its processes.
Conclusion:
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processes of organizations. Accordingly, practices related to this domain cover a wide range of activities. Maturity models are
strategic tools that help understand these practices to develop a systematic approach for successful long-term changes. In
this study, we looked at application of these models in a project-based construction company to understand the models’
ability in providing a comprehensive and effective approach for organizational im- provement, along with issues and
considerations associated with implementing them.
 Improving Project Success: A Case Study Using Benefits And Project Management
Gome sa & M ár io Rom ão

Abstract: Organizations have made significant investments in technology, hoping to gain competitive advantages in today’s
dynamic markets. Traditional organizational structures are rigid and highly bureaucratic. Previous evidence has shown that
they cannot quickly or accurately respond to the constant changes of the business environment. Organizations should carry
out significant changes and implement new practices more adjusted to reality, including the use of project and benefits
management approaches, seeking a better use and control of existing resources and capabilities. As project
management became crucial for the development of organizational strategies, by reinforcing professional skills and
capabilities, it is of interest to carry out studies aiming to identify which factors contribute to projects success.
Main Idea: Projects are a powerful tool for creating economic value, foster competitive advantage and generate business
benefits for the organizations The recognition of the strategic importance of managing projects in the corporate world is
rapidly increasing. Project management is fundamental for attaining the final results of a project, manage its contributors
and outcomes, as well as drive and assess the alternatives in order to fulfill the different stakeholders points out that project
management is an approach that aims to help organizations to solve complex problems.
Conclusion: By using a benefits management approach it was possible to motivate people to explore the range of relations
between technology, changes and benefits, keeping the team focused on objectives and benefits achievement in
compliance with expectations of all different stakeholders. Within a case study, we managed to show that project
management
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success would neither be a necessary, nor a satisfactory condition for project success. The idea of considering
that a project is successful or a failure, depending exclusively on whether it meets or fails the criteria for time, cost and
quality is outdated. It was crucial to consider the downstream effect of the end project product or service. The presented
case study is a good example of a project that was initially condemned to failure, according to the “iron triangle” criteria.
However, later on, it has been managed to fulfil other relevant criteria for success.
 Project Management And Its Effects On Project Success: Cross Country And Cross-
industry Comparisons
Ma r ly M onteiro de Car va lho , Lea ndr o Alve s Pa ta h, D iógene s de Souz a Bido

Abstract: This study aims to investigate the effects of project management (PM) on project success under the parameters
of scheduling, cost, and margins. We adopt a contingency approach that evaluates the complexity of the project, according
to 4 categories, the effect of industry sector and countries. The methodological approach involved a longitudinal field
survey in different countries with business units from 10 different industries over a 3-year period, and data from a total of
1387 projects were analyzed. Structural equation modeling was used to test the research hypotheses.
Main Idea: Studies conducted over the last decade have aimed to analyze project success based on a variety of dimensions
This interest is associated with the increasing efforts (and resources) that companies are expending to implement project
management (PM). However, PM remains a challenge because many projects have failed, as evidenced by several studies
Methods and techniques have been developed and encapsulated in bodies of knowledge by institutes and professional PM
associations (IPMA, 2006; PMI, 2013). However, empirical studies highlight the challenges associated with implementing.
Conclusion: This paper explored three research hypotheses. The research hypotheses related to contingent approach are
validated for all performance measures. The study shows that national environment plays a key role in project
performance, with an increased effect on performance in the country (Brazil) where PM methodology is at a more
developed stage (as compared to Chile and Argentina) with respect to several aspects, such as PM associations, certified
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professionals and regulations. This effect is poorly addressed in the current PM literature, and further research is needed
for an in-depth understanding of how this variable impacts performance. The effects of complexity and industry sectors
confirm recent streams of PM literature. This paper provides new contributions to the current literature in two ways: it
provides an understanding of the effect of PM enablers and PM efforts on project performance and it provides an
understanding of the contingent effect of national business environments.
 The Relationship Between Project Governance And Project Success
Rober t Joslin , Ra lf Müller b

Abstract: This study looks at the relationship between project governance and project success from an agency theory and
stewardship theory perspective. For that project governance was operationalized respectively as a) the extent of
shareholder versus stakeholder orientation and b) the extent of behavior versus outcome control, both exercised by the
parent organization over its project. A cross-sectional, worldwide online survey yielded 254 usable responses. Factor and
regression analyses indicate that project success correlates with increasing stakeholder orientation of the parent
organization, while the types of control mechanisms do not correlate with project success. Results support the importance
of stewardship approaches in the context of successful projects.
Main Idea: Forty years of research have brought up a variety of new success factors (i.e. those elements that, when
applied during a project's life cycle, increase the project's chances to be successful) and extended the number of success
criteria (i.e. those measures applied at the end of the project to judge on the project's success). Project success is hereby
seen as the achievement of a particular combination of objective and subjective measures, manifested in the success
criteria and measured at the end of a project. But success rates still do not meet. Because of that, researchers have started
to widen the scope of possible success factors and focus more on the structural characteristics of the project context and
its impact on success. The purpose of this study is to investigate the relationship between project governance and project
success. The aim is to understand which forms of project governance relate with project success.
Conclusion: The importance of soft factors such as teamwork or leadership styles of project managers and the shared
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leadership by the team a for complete review). Serra showed the link between strategy planning and execution using
benefits realization management (BRM) as a success factor. The importance of project governance as a success factor in
large scale investment projects was empirically assessed in two qualitative case studies in South Africa. A recent
quantitative study on the impact of project management methodologies on project success in different project governance
contexts used the analysis framework. The other two criteria are addressed in the analysis section of this paper. A
discussion about a possible causal relationship between project governance and project success follows in the conclusion
section.
 Supply chain partners’ trust building process through risk evaluation: the
perspectives of UAE packaged food industry
Mohammed Laeequddin, G.D. Sardana and B.S. Sahay
Abstract: This paper seeks to identify the up-stream supply chain member’s (manufacturers, suppliers, supplier’s service
providers) characteristics, economics, dynamic capabilities, technology and institutional perspectives of risk in relationship
to develop a trust building model through risk evaluation and to address the issue: should a supply chain member strive to
build the trust or strive to reduce the risk with its members and from which perspectives. A conceptual framework was
developed considering five key perspectives (characteristics, economics, dynamic capabilities, technology and institutions)
to evaluate the member’s risk in relationship and derived the hypothesis from the framework. A survey was conducted in
UAE packaged food industry upstream supply chain covering senior managers of 102 companies. Data were analysed using
multiple regression analyses through SPSS.
Main Idea: The selected supply chain members of this industry include packaged food products companies as
manufacturers, packaging material converters as suppliers of packaging material to manufacturers and packaging raw
material suppliers as supplier’s suppliers of manufacturer. This study may be one of the first to develop a trust building
model through a risk evaluation process and also one of the first to study the trust in supply chain member’s relationship in
UAE. Findings from this research should prove useful to management researchers and practitioners.
Conclusion: The main contribution of this paper is to drive the idea that trust and risk are inter-linked and trust cannot be
built as one dimensional phenomenon. In contrast to past approaches that often present trust as a complicated and
multifaceted concept and portrays trust building as an incredible challenge to establish and may be even harder to maintain
it, our model suggests that, simple evaluation of various perspectives of supply chain partner’s risk can also lead us to trust
building process. From the study results it is clear that risk-worthy characteristics and risk-worthy institutional system builds
member’s trust-worthiness. Risk-worthy rationale builds member’s trust. Supply chain members engage in act of trust only
when their rational risks, related to other member’s technology, economics and dynamic capabilities are within their
bearable limits and any amount of characteristic trust building such as commitment, fairness, goodwill, emotion etc. is not
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going to make the members vulnerable to technology or economics risk of relationship.