A TISM and MICMAC analysis of factors during COVID-19 pandemic in Indian Apparel Supply Chain

The objective of this study is to explore the challenges faced by the Indian apparel supply chain in the wake of COVID-19 to identify the factors that are being affected and build a multilevel hierarchy model to prioritize the factors and understand their inter-relationships. An intensive literature review was conducted and many experts from apparel supply chain were consulted. The study was conducted by the help of a survey sent to these experts from different echelons in the apparel industry. The data was then analysed using Total Interpretive Structural Modelling (TISM). The “Difficulty in export order fulfilment” factor is found to be the most sensitive factor which means that it is present in the TISM model hierarchy in a place that it is affected by most of the factors and in-turn impacts factors like operational cost, change in marketing strategy, change in consumer buying pattern, which impact Profitability and Cut-off in employment. “Cut-off in employment” is found to be most impacted by all other factors in TISM model.

Aortic stenosis post-COVID-19: A mathematical model on waiting lists and mortality

Objectives: To provide estimates for how different treatment pathways for the management of severe aortic stenosis (AS) may affect NHS England waiting list duration and associated mortality. Design: We constructed a mathematical model of the excess waiting list and found the closed-form analytic solution to that model. From published data, we calculated estimates for how the following strategies may affect the time to clear the backlog of patients waiting for treatment and the associated waiting list mortality. Interventions: 1) increasing the capacity for the treatment of severe AS, 2) converting proportions of cases from surgery to transcatheter aortic valve implantation, and 3) a combination of these two. Results: In a capacitated system, clearing the backlog by returning to pre-COVID-19 capacity is not possible. A conversion rate of 50% would clear the backlog within 666 (95% CI, 533-848) days with 1419 (95% CI, 597-2189) deaths whilst waiting during this time. A 20% capacity increase would require 535 (95% CI, 434-666) days, with an associated mortality of 1172 (95% CI, 466-1859). A combination of converting 40% cases and increasing capacity by 20% would clear the backlog within a year (343 (95% CI, 281-410) days) with 784 (95% CI, 292-1324) deaths whilst awaiting treatment. Conclusion: A strategy change to the management of severe AS is required to reduce the NHS backlog and waiting list deaths during the post-COVID-19 'recovery' period. However, plausible adaptations will still incur a substantial wait and many hundreds dying without treatment.

A Conceptual Framework

Theories such as rational adaptation and transformational change have particular relevance for organizational change. A conceptual model includes organizational problems and conditions; change goals; strategy; change tactics such as demonstrating urgency, clarifying the change vision, providing a plan, developing communication processes, and providing for staff participation. Structures include action systems consisting of change sponsors, change champions, and action teams. Processes including ongoing communication, team building, and conflict management are all necessary. Implementation methods and technologies can include traditional organization development tools such as employee surveys, process consultation, and team building, as well as specific interventions, including quality improvement models; implementation science processes; organization culture change; and addressing diversity, equity, and inclusion issues. Change content, process, and context all need to be considered in planning a change intervention. Changes must be institutionalized in organizational policies and procedures. Outcomes of the change should be clearly defined in order to evaluate results.

Identity reflexivity: a framework of heuristics for strategy change in hybrid organizations

PurposeThe aim of this research is to investigate the relationship between (dual) organizational identity and individual heuristics – simple rules and biases – in the process of strategy change. This paper offers a theory on identity reflexivity as a cognitive mechanism of strategy change in the context of organizational hybridity.Design/methodology/approachThe authors draw on a 2-year ethnographic study at a Dutch social housing association dealing with the process of strategy change. The empirical data comprises of in-depth semi-structured interviews, ethnographic observations as well as secondary sources.FindingsConflicting identities at the organizational level influence heuristics at the individual level, since members tend to identify with their department's identity. Despite conflicting interpretations, paths of cognitive shortcuts – that the authors define as internal and external identity reflexivity – are shared by the conflicting identities.Research limitations/implicationsThe findings of this research are subject to limitations typical of a qualitative case-study, such as possibly being context dependent. The authors argue that this research contributes to the understanding of how individual heuristics relate to organizational heuristics, and suggest that the process of identity reflexivity can contribute to the alignment of conflicting identities enabling strategy formation in the context of a dual-identity organization.Practical implicationsUnderstanding how managers with conflicting identities achieve agreements is important to help organizational leaders to pursue sustainability-oriented strategy change.Social implicationsGiven the pressure experienced by mission-driven organizations to integrate multiple sustainability demands in their mission, understanding managers' decision-making mechanism when adapting to new, often conflicting, sustainability demands is important to accelerate societal sustainability transitions.Originality/valueThis paper addresses the process of new strategy design in the context of a socially driven business. This context fundamentally differs from the one addressed by the existing heuristics literature with respect to organizational environment and role, and specific competing demands.

Multi-party game and simulation in the withdrawal of rural homestead: evidence from China

PurposeThe purpose of this study was to analyze the interest conflicts and strategy evolution process of various stakeholders in the process of homestead withdrawal, to reveal which key factors can balance the interests of all parties.Design/methodology/approachThe authors developed an evolutionary game theoretical framework for homestead withdrawal in Yujiang District, Jiangxi Province, China. The authors compared the dynamic process of strategy change in different situations based on system dynamics.FindingsCompared with indirect external factors, direct economic factors, such as increasing compensation standards or increasing fines, are more likely to encourage peasants to withdraw from their homesteads. The dynamic subsidy strategy can increase the probability of peasants withdrawing from their homestead. Additionally, awarding officials with promotions can effectively encourage local governments during the process.Originality/valuePrevious studies have conceptualized farmers' willingness to withdraw from their homestead as a static process, ignoring the underlying dynamism. This paper analyzes the game mechanism among the stakeholders of the homestead withdrawal process from a dynamic perspective, to provide efficient suggestions regarding policymaking for homestead withdrawal.