Institution
Indian Institute of Management Ahmedabad
Education•Ahmedabad, India•
About: Indian Institute of Management Ahmedabad is a(n) education organization based out in Ahmedabad, India. It is known for research contribution in the topic(s): Emerging markets & Population. The organization has 1828 authors who have published 4011 publication(s) receiving 59269 citation(s). The organization is also known as: IIMA & IIM Ahmedabad.
Papers published on a yearly basis
Papers
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TL;DR: A literature review of the applications of Analytic Hierarchy Process, which aims to provide a ready reference on AHP, and act as an informative summary kit for the researchers and practitioners for their future work.
Abstract: This article presents a literature review of the applications of Analytic Hierarchy Process (AHP). AHP is a multiple criteria decision-making tool that has been used in almost all the applications related with decision-making. Out of many different applications of AHP, this article covers a select few, which could be of wide interest to the researchers and practitioners. The article critically analyses some of the papers published in international journals of high repute, and gives a brief idea about many of the referred publications. Papers are categorized according to the identified themes, and on the basis of the areas of applications. The references have also been grouped region-wise and year-wise in order to track the growth of AHP applications. To help readers extract quick and meaningful information, the references are summarized in various tabular formats and charts. A total of 150 application papers are referred to in this paper, 27 of them are critically analyzed. It is hoped that this work will provide a ready reference on AHP, and act as an informative summary kit for the researchers and practitioners for their future work.
2,475 citations
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University of Maryland, College Park1, Queen's University2, Cornell University3, University of Minnesota4, Nanyang Technological University5, McKinsey & Company6, Koç University7, Jacobs University Bremen8, University of Minho9, The Chinese University of Hong Kong10, Indian Institute of Management Ahmedabad11, Pontifical Catholic University of Peru12, University of Valencia13, Johannes Kepler University of Linz14, Victoria University of Wellington15, Hungarian Academy of Sciences16, National and Kapodistrian University of Athens17, La Trobe University18, University of Melbourne19, Sungkyunkwan University20, ESSEC Business School21, University of San Diego22, Katholieke Universiteit Leuven23, University of Patras24, Human Sciences Research Council25, ODESSA26, University of Tartu27, Norwegian School of Economics28, University of Koblenz and Landau29, University of Sussex30, University of Sindh31, Gakushuin University32, University of Groningen33, University of Tokyo34
TL;DR: The differences across cultures in the enforcement of conformity may reflect their specific histories and advances knowledge that can foster cross-cultural understanding in a world of increasing global interdependence and has implications for modeling cultural change.
Abstract: With data from 33 nations, we illustrate the differences between cultures that are tight (have many strong norms and a low tolerance of deviant behavior) versus loose (have weak social norms and a high tolerance of deviant behavior). Tightness-looseness is part of a complex, loosely integrated multilevel system that comprises distal ecological and historical threats (e.g., high population density, resource scarcity, a history of territorial conflict, and disease and environmental threats), broad versus narrow socialization in societal institutions (e.g., autocracy, media regulations), the strength of everyday recurring situations, and micro-level psychological affordances (e.g., prevention self-guides, high regulatory strength, need for structure). This research advances knowledge that can foster cross-cultural understanding in a world of increasing global interdependence and has implications for modeling cultural change.
1,460 citations
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VU University Amsterdam1, University of Pennsylvania2, University of Maryland, Baltimore3, Cornell University4, New Mexico State University5, Qatar Airways6, Louisiana Tech University7, Université du Québec8, Stockholm School of Economics9, University of Buenos Aires10, University of Alberta11, University of Indonesia12, University of Queensland13, Bellevue University14, London Business School15, Western Illinois University16, University of Memphis17, Fudan University18, Boğaziçi University19, University of Reading20, University of South Africa21, Athens University of Economics and Business22, Ludwig Maximilian University of Munich23, University of Calgary24, University of Burgundy25, National Sun Yat-sen University26, Hong Kong Polytechnic University27, Indian Institute of Management Ahmedabad28, City University of Hong Kong29, Lincoln University (New Zealand)30, University of Lethbridge31, Wayne State University32, University College Dublin33, Indiana University34, Kuwait University35, Technion – Israel Institute of Technology36, University of Giessen37, The Chinese University of Hong Kong38, University of Zurich39, Fordham University40, Complutense University of Madrid41, University of Nebraska–Lincoln42, INCAE Business School43, National University of Malaysia44, Opole University45, Hong Kong Baptist University46, Tbilisi State University47, Ohio State University48, University of Wrocław49, Alexandria University50, University of San Francisco51, Melbourne Business School52, Bentley University53, University of Los Andes54, I-Shou University55, Johannes Kepler University of Linz56, International Labour Organization57, Smith College58, Copenhagen Business School59, Chungnam National University60, National University of Singapore61, Tilburg University62, Hong Kong University of Science and Technology63, Thammasat University64, Sewanee: The University of the South65, FernUniversität Hagen66, Soochow University (Suzhou)67, University of St. Gallen68, Kumamoto University69
TL;DR: In this paper, the authors focus on culturally endorsed implicit theories of leadership (CLTs) and show that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership.
Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.
1,179 citations
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TL;DR: In this paper, the problem of finding all paths through a directed acyclic network that equal or exceed a fixed length is transformed into one of identifying all paths in a directed ACYCLIC network.
Abstract: An exact test of significance of the hypothesis that the row and column effects are independent in an r × c contingency table can be executed in principle by generalizing Fisher's exact treatment of the 2 × 2 contingency table. Each table in a conditional reference set of r × c tables with fixed marginal sums is assigned a generalized hypergeometric probability. The significance level is then computed by summing the probabilities of all tables that are no larger (on the probability scale) than the observed table. However, the computational effort required to generate all r × c contingency tables with fixed marginal sums severely limits the use of Fisher's exact test. A novel technique that considerably extends the bounds of computational feasibility of the exact test is proposed here. The problem is transformed into one of identifying all paths through a directed acyclic network that equal or exceed a fixed length. Some interesting new optimization theorems are developed in the process. The numer...
921 citations
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TL;DR: In this paper, the authors explore research-derived best practices for effective management of global software teams, and propose a methodology for managing global teams based on best practices derived from research.
Abstract: Exploring research-derived best practices for effective management of global software teams.
522 citations
Authors
Showing all 1828 results
| Name | H-index | Papers | Citations |
|---|---|---|---|
| Kanti V. Mardia | 54 | 235 | 20393 |
| Mousumi Banerjee | 53 | 193 | 11141 |
| Marti G. Subrahmanyam | 52 | 202 | 7641 |
| Vishal Gupta | 47 | 387 | 9974 |
| Anil K. Gupta | 41 | 175 | 17828 |
| Priyadarshi R. Shukla | 39 | 136 | 9749 |
| Asha George | 35 | 156 | 4227 |
| Ashish Garg | 34 | 246 | 4172 |
| Justin Paul | 31 | 119 | 4082 |
| Narendra Singh Raghuwanshi | 31 | 136 | 4298 |
| Sumeet Gupta | 31 | 108 | 5614 |
| Nitin R. Patel | 31 | 55 | 4573 |
| Rahul Mukerjee | 30 | 206 | 3507 |
| Chandan Sharma | 30 | 124 | 3330 |
| Gita Sen | 30 | 57 | 3550 |