1. “Performance measurements in worldclass operations: A strategic model” by Ruth A. Kasul and Jaideep Motwani, 1995  (http://www.emeraldinsight.com/Insight/ViewContent…)
2. “Total quality management in manufacturing: Thematic factor assessment” by Ruth A. Kasul and Jaideep Motwani, 1995  (http://demo1.emeraldinsight.com/Insight/viewContent…)
3. “A proposed model for evaluating a company’s operations profile” by Ruth A. Kasul and Jaideep Motwani, 1996  (http://www.emeraldinsight.com/Insight/ViewContent…)

Each article defines a set of “critical factors”, and has several paragraphs describing each factor. While the factors are re-arranged and re-named in the papers, the text describing the factors is either verbatim, or very similar (i.e. a factor named “flexibility” will be “lead time” in the next article). The only exception is the “global competitiveness” factor, which only exists in article #1.

In addition to this self-plagiarism, the conclusion of article #1 and article #2 is plagiarized from “Lasting Improvements in Manufacturing Performance” by Kasra Ferdows and Arnoud De Meyer.

The conclusion of article #1:

“While it is certainly true that other sets of critical factors could be developed, or that particular factors could be defined differently, this set appears to capture most of the important aspects of effective WCO as recommended by today’s leading practitioners and researchers. Empirical research over time will ultimately determine the validity of this set of critical factors and performance measurements.

We are suggesting that every layer of capability requires continuous attention; one never leaves the necessity of investing in the basics of strengthening core competences. In fact, the higher and fancier the capability sought, the more enhancement from the primary factor capabilities is required. Therefore, even though different business strategies may call for different capabilities from the manufacturing function, there is still a similarity of approach among those who build lasting and stable capabilities. A manufacturing capability developed in such a cumulative manner is likely to be more fully ingrained in deep organizational abilities leading to more successful global strategies.

Applying this model requires a long-term perspective. The conventional paradigms of production, and the prevailing mindsets, when critically examined, often tend to put cost efficiency at the base and a prerequisite to allowing investments in manufacturing competences. The important thing is to establish milestones to ensure that the company stays on the right track. Our model is rather specific in this respect. If performance in the secondary factors progressively improve, then the company is on the right track towards building lasting world-class and global strategies.”
- “Performance measurements in worldclass operations: A strategic model” by Ruth A. Kasul and Jaideep Motwani, 1995 ( http://www.emeraldinsight.com/Insight/ViewContentSer… )

The second half of the conclusion or article #2:

“While it is certainly true that other sets of critical factors could be developed or that particular factors could be defined differently, this set appears to capture most of the important aspects of effective TQM as recommended by today’s leading practitioners and researchers. Empirical research over time will ultimately determine the validity of this set of critical factors and performance measurements.

[…]

Moreover, we are suggesting that under these conditions, every layer of capability requires continuous attention; one never leaves the necessity of investing in the basics of production. In fact, the higher and fancier the capability sought, the more enhancement from the primary factor capabilities is required. Therefore, even though different business strategies may call for different capabilities from the manufacturing function, there is still a similarity of approach among those which build lasting and stable capabilities. A manufacturing capability developed in such a cumulative manner is likely to be more fully ingrained in deep organizational abilities and, hence, will be more lasting.

Applying this model requires a long-term perspective. It requires that costs will eventually come down. The conventional paradigms of production, and the prevailing mindsets, when examined critically, often tend to put cost efficiency at the base and a prerequisite to allowing investments in quality, dependability or flexibility. Hence, if a factory is gradually losing its cost efficiency, before needing tight financial control, it needs discipline and attention to enhancing quality, technology, and customer service. The important thing is to establish milestones to ensure that the company stays on the right track. Our model is rather specific in this respect. If performance in the primary factors progressively improves, then the company is on the right track towards building lasting world-class excellence.

Capabilities developed in this way are formidable weapons on a global scale; not quickly or easily matched by competitors. Embarking on this course requires a management commitment to expand the role of manufacturing in the competitive strategy of the company.”
- “Total quality management in manufacturing: Thematic factor assessment” by Ruth A. Kasul and Jaideep Motwani, 1995 (http://demo1.emeraldinsight.com/Insight/viewContent…)

The original text comes from “Lasting Improvements in Manufacturing Performance” by Kasra Ferdows and Arnoud De Meyer.

“A manufacturing capability developed in such a cumulative manor is likely to be more deeply ingrained in deep organizational abilities, hence will be more lasting.

[…]

Therefore, even though different business strategies may call for different capabilities from the manufacturing function, there is still a similarity of approach among those who build lasting and stable capabilities.

[…]

Applying this model requires a long-term perspective. The conventional paradigms of production, and the prevailing mindsets, when critically examined, often tend to put cost efficiency at the base and a prerequisite to allowing investments in quality, dependability or flexibility. Our sand cone model proposes precisely that lasting cost improvements can only be the result of cumulative improvements in the other areas. Hence, if a factory is gradually losing its cost efficiency, before needing tight financial discipline and control, it needs discipline and attention to enhancing quality, dependability, and flexibility of its production system.

[…]

Moreover, we are suggesting that under these conditions, every layer of capability requires continuous attention; one never leaves the necessity of investing in the “basics“ of production. In fact, the higher and fancier the capability sought, the more enhancement from the bottom layer of capability up is required.

[…]

Applying this model requires a long-term approach, tolerance, and patience. It requires believing that costs will eventually come down. The important thing is to establish milestones to ensure that the company stays on the right track. Our model is rather specific in this respect. If performance in the generic capabilities of quality, delivery, flexibility and cost efficiency progressively improve(i.e. none of the earlier ones regress or stay stagnant when a later one improves), then the company is on the right track toward building lasting manufacturing strength.

Capabilities built in this way become formidable competitive weapons; they cannot be easily or quickly matched by competitors. Embarking on this course requires a commitment to expand the role of manufacturing in the competitive strategy of the company.”
- “Lasting Improvements in Manufacturing Performance” in Journal of Operations Management, Vol. 9 No.2 by Kasra Ferdows and Arnoud De Meyer, 1995 ( http://demo1.emeraldinsight.com/Insight/viewContent…)

Article #3 mentions article #2 in its “further reading” section, but doesn’t cite any text.

I didn’t find any obvious plagiarism in the articles not written by Jaideep Motwani. Articles not written by Jaideep Motwani that were reviewed included:

• “The market orientation–performance relationship in the context of a developing economy: An empirical analysis” by Ram Subramanian and Pradeep Gopalakrishna, 2001 ( http://linkinghub.elsevier.com/retrieve/pii/S0148296399001095 )
• “Technology and Marketing Alliances, 1996 – 2003″ GVSU Working Paper Series. Version January 14, 2005 by Ram Subramanian and Vijay Gondhalekar, 2005 ( http://www.gvsu.edu/cms3/assets/… )
• “Crossing the Cultural Divide: How West Michigan Companies can Confront Cultural Issues in India” in Seidman Business Review by Vipin Gupta and Ram Subramanian, 2005 ( http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=103… )
• “Examining the interrelationships among perceived environmental change, strategic response, managerial characteristics, and organizational performance” by Karen Strandholma, Kamalesh Kumara, and Ram Subramanian, 2002 (http://linkinghub.elsevier.com/retrieve/pii/S0148296302002850 )
• “Access, resource, and cost impacts on consumer satisfaction with health care: A comparison across alternative health care modes and time” by Venkatapparao Mummalaneni and Pradeep Gopalakrishna, 1998 (http://linkinghub.elsevier.com/retrieve/pii/S0148296396002020 )

It appears that the bad actor is Jaideep Motwani.

I use bold text in this blog to highlight sections of quotes which are verbatim copies.

page 434 of "Integrating ERP into the Curriculum" in Encyclopedia of Information Technology Curriculum Integration by J Motwani, AY Akbulut, 2008

The sans-serif section begins:

“Governmental activities are strongly regulated and driven by legal framework including national constitutions, laws, and other regulations. Since legal reform aimed at creating a favorable legal environment is a very important part of e-government, business law courses need to be revised to incorporate these changes. For example, questions of electronic signatures and electronic documentation, electronic communication among governmental agencies and citizens, data protection and data security, access to public information, networking of authorities and databases, and other legal issues of e-government now need to be incorporated in to this course. An approach to regulating and teaching legal issues of e-government would be to generalize and formalize fundamental legal principles, needs, and requirements for the development of e-government and its processes.”
- “Integrating E-Government into the Business Curriculum” in Encyclopedia of Information Technology Curriculum Integration by Jaideep Motwani and Asli Yagmur Akbulut, 2008

Which appears to be plagiarized from a paper by Rimantas Petrauskas and Mindaugas Kiškis.

“Legal reform aimed at creating of favourable legal environment is very important part of development of e-government, since governmental activities are strongly regulated and driven by legal framework including national constitutions, laws and other regulations. With the use of modern IT and communication facilities, electronic public service provision and delivery require the adaptation of laws to make e-Government solutions legally binding and sound. In particular this refers to the questions of electronic signatures and electronic documentation, electronic communication among governmental agencies and citizens, data protection and data security, access to public information, networking of authorities and databases, among other legal issues of e-government.

[... several paragraphs omitted ...]

Second way to regulate and hence to teach legal issues of e-government is to generalize and formalise fundamental legal principles, needs and requirements for development of e-government and its processes.”
- “Teaching on E-government: aspects of legal environment” (http://www.unizar.es/fyd/lefis/documentos/e-gov_straipsnis3.pdf) by Rimantas Petrauskas, Mindaugas Kiškis, 2006

Which is beautifully ironic, because an article about plagiarism in the same book states:

“While at one time students could be ‘caught’ with minor mistakes, such as copying and pasting information where the font style changes and the Internet address is listed in the header, today, students are more sophisticated with technology and may not make such common mistakes.”
- “Plagiarism and the Classroom: The Faculty Role in Awareness and Education” in Encyclopedia of Information Technology Curriculum Integration by Vivian H. Wright, 2008

The  second article Jaideep Motwani contributed to the Encyclopedia of Information Technology Curriculum Integration also contains plagiarism… its just not as ironic.

The third sentence in that article is:

“Enterprise resource planning (ERP) systems, by their multidimensional, integrative, and normative nature, offer the depth of functionality and breadth of integration required for managing global operations of business organizations.“
- “Integrating ERP into the Curriculum” in Encyclopedia of Information Technology Curriculum Integration by Jaideep Motwani and Asli Yagmur Akbulut, 2008

which seems to be plagiarized from:

“ES, by their multidimensional, integrative, and normative nature offer the depth of functionality and breadth of integration required for managing global operations of business organizations today.”
- “Enterprise Systems Software in the Business Curriculum” in Information Systems and Technology Education: From the University to the Workplace Premier Reference Series by Ravi Seethamrajut, 2007

There is no citation to either of Petrauskas’s work or Seethamraju’s work in Jaideep Motwani’s articles.

“LM is a viable method for making products because it is an effective tool for producing the ultimate goal, profit. To achieve this purpose, the primary goal of LM is cost reduction, or improvement of productivity.“
- “A business process change framework for examining lean manufacturing: a case study”, “written” by Jaideep Motwani (http://www.emeraldinsight.com/Insight/viewContent…)

“LM is a viable method for making products because it is an effective tool for producing the ultimate goal, profit, To achieve this purpose, the primary goal of LM is cost reduction, or improvement of productivity.”
- “A Case Study on Implementing Lean Manufacturing” “written” by Jaideep Motwani and Luis A. Otero (http://cicia.uprrp.edu/forum/Vol.%204.1/1.pdf) … it is unclear if this was published in a journal.

“TPS is a viable method for making products because it is an effective tool for producing the ultimate goal – profit. To achieve this purpose, the primary goal of TPS is cost reduction, or improvement of productivity.”
- “Successful implementation of TPS in a manufacturing setting: a case study”, which was “written” by Ruth A. Kasul and Jaideep Motwani (http://www.emeraldinsight.com/Insight/ViewContentServ…)

The original text came from Yasuhiro Monden

“The Toyota production system is a viable method for making products because it is an effective tool for producing the ultimate goal—profit. To achieve this purpose, the primary tool of the Toyota production system is cost reduction, or improvement of productivity.“
- page 1 of Toyota production system: an integrated approach to just-in-time by Yasuhiro Monden

1. Jaideep Motwani is the sole author listed for the offending article
2. There is no reference in Motwani’s article to the original text
3. Nine sentences were copied without any quotation or referencing of any kind
4. There are other instances of plagiarism in the same article

“A case study approach was employed to conduct the research. Data was collected primarily through interviews, observations, and archival sources. Interviews were conducted with executives who were familiar with the LM implementation progress. Archival documentation was the third major source of data used in the research. Feasibility studies, reports, memos, minutes of meetings, proposals, newspaper articles, and books that were available were reviewed and the contents analyzed. These documents were collected and analyzed to identify and to validate data.

During the data collection, special attention was given to ascertaining whether evidence from different sources converged on a similar set of facts. Guidelines in the existing literature on the enhancement of retrospective data accuracy were followed in the process of data collection. When all the evidence had been reviewed, and after an initial case study narrative was documented, the factual portion of the case study was reviewed by the major informants in the company. Such a review was not only a minimal procedure for validating the data collection process, but also a courtesy to those who had co-operated with the research.“
- “A business process change framework for examining lean manufacturing: a case study”, “written” by Jaideep Motwani (http://www.emeraldinsight.com/Insight/viewContent…)

The real source is from Rajesh Nellore and Klas Söderquist

“A case study approach was employed to conduct this exploratory research. Data were collected primarily through interviews, participant observation, and archival sources. This manuscript benefits from in-depth case studies, conducted between 1996 and 1998, in one auto OEM, one truck OEM and four major suppliers supplying both the OEMs (one partner, one mature, one child and one contractual supplier). All companies are based in Europe.

The persons interviewed were the Vice Presidents for purchasing, R&D, manufacturing, and engineering, Project Managers, Chief Engineers, Project Leaders, in the OEMs, and CEOs, Product Development Managers, and Design Engineers in the supplier companies. There were altogether 35 interviews for this report. The authors spent several months in the OEM and 3 weeks in the two supplier companies. The lead author used to head the procurement strategy division of the truck OEM and currently works for the parent company of the auto OEM. Archival documentation was another major source of data used in the research. Feasibility studies, reports, memos, minutes of meetings, proposals, newspaper articles, and books that were available were reviewed and the contents analyzed. These documents were collected and analyzed both in order to identify and to validate data.

During the data collection, special attention was given to ascertaining whether evidence from different sources converged on a similar set of facts. Miles and Huberman’s [16] guidelines on the enhancement of retrospective data accuracy were followed in the process of data collection. When all the evidence had been reviewed, and after an initial case study narrative was documented, the factual portion of the case study was reviewed by the major informants in the company. Such a review was not only a minimal procedure for validating the data collection process, but also a courtesy to those who had co-operated with the research.“
- “Strategic outsourcing through specifications”, written by Rajesh Nellore and Klas Söderquist (http://www.sciencedirect.com/science?_ob=ArticleURL…)

What is sad is that this was supposed to be describing HOW Motwani went about his research. With these anonymous case studies, we have to trust the author to be truthful.

“Van Oldenborgh (1994) says that the ability to reduce human intervention yet oversee minutely the flow of parts and products along the entire length of the supply chain can help dramatically in cutting logistics costs and boosting customer satisfaction. Unfortunately for many midsize companies in these economic times, such clarity in global distribution remains largely restricted to major multinationals with deep pockets and volumes large enough to justify the hefty initial investment in IT that can run into millions of dollars.”
– “Information technology in managing global supply chains”, which was “written” by Jaideep Motwani, Manu Madan, and A. Gunasekaran (http://leeds2.emeraldinsight.com/Insight/ViewContentSe…)

From the abstract for “Distribution superhighway” by van Oldenborgh (it is also part of the article).

“The ability to reduce human intervention yet oversee minutely the flow of parts and products along the entire length of the supply chain can help dramatically in cutting logistics costs and boosting customer satisfaction. Unfortunately for many midsize companies in these economic times, such clarity in global distribution remains largely restricted to major multinationals with deep pockets and volumes large enough to justify the hefty initial investment in information technology that can run into the millions of dollars.“
– “Distribution superhighway” by Van Oldenborgh, International Business, Vol. 7 No. 6, pp. 80-4 (http://proquest.umi.com/pqdli…)

“According to Macleod (1994), supply chain managers increasingly want to automate all of the supply chain, from forecasting to distribution, and to link every element of the chain. More and more companies want an integrated solution to enable them to see the entire supply chain at once. For instance, they want to know that if they drill down to forecast, they can see the demand history, which is a combination of data which havews come from sales order processing, inventory management and the warehousing system.“
– “Information technology in managing global supply chains” “written” by Jaideep Motwani, Manu Madan, and A. Gunasekaran (http://leeds2.emeraldinsight.com/Insight/ViewContentSer…)

The idea isn’t Macleod’s. The real text is a quote from a software vendor in her article.

“‘Supply chain managers increasingly want to automate all of the supply chain, from forecasting to distribution, and to link every element of the chain,‘ emphasised a spokesman from Imrex, a major software vendor. ‘More and more companies want an integrated solution to enable them to see the entire supply chain at once. ‘For instance, they want to know that if they drill down to forecast, they can see the demand history, which is a combination of data which has come from sales order processing, inventory management and the warehousing system. Forecasting should be based on demand, too, rather than sales, so that even if the company loses an order to competition, perhaps due to late delivery or being underpriced, the demand for the product is still recorded.’”
– “What’s new in supply chain software?” by Marcia Macleod, Purchasing & Supply Management. Easton-on-the-Hill: Jun 1994. pg. 22, 2 pgs (http://proquest.umi.com/pqdlin…)

I have laid out what I found below; I bolded words that are identical.