Indian Institute of Management Ahmedabad

About: Indian Institute of Management Ahmedabad is a education organization based out in Ahmedabad, India. It is known for research contribution in the topics: Context (language use) & Emerging markets. The organization has 1828 authors who have published 4011 publications receiving 59269 citations. The organization is also known as: IIMA & IIM Ahmedabad.

Soil Temperature Regime at Ahmedabad

Abstract: A 3-m deep probe with five PT 100 temperature sensors was installed at the campus of Indian Institute of Management, Ahmedabad in August, 1999 to monitor temperature at various depths. Hourly values from all the sensorS were noted one day in each month for a year. The diurnal and seasonal variations of temperature at different depths in soil have been observed in order to determine the level suitable for installation of earth tube heat exchangers.

What are bottom of the pyramid markets and why do they matter

Abstract: There are thousands of journal articles that concern themselves with markets at the bottom of the pyramid (BoP).1 What is there to say that hasn’t been said already? In 2002, an article published in the Harvard Business Review (Prahalad and Hammond, 2002) brought to the forefront of business and academic attention a ‘missing market’ that was claimed to be lying dormant, ignored by international and multination corporations yet worthy of attention for its potential to contribute to both economic and social prosperity. The notion of markets at the BoP is concerned with providing the ‘poor’ in developing and emergent economies with access to markets. Prahalad and Hammond (2002) champion the needs of the ‘invisible poor’ to the marketing efforts of multinational corporations. Prahalad and Hammond’s (2002) assert that the poor as ‘consumers’ constituted a sizeable market opportunity but this view has been criticised. In this essay, we explore how BoP markets might be reconceptualising to better shape interventions that relieve poverty.

India's E‐Waste Rules and Their Impact on E‐Waste Management Practices: A Case Study

Abstract: India, like many other developed and developing countries, has adopted an extended producer responsibility (EPR) approach for electronic waste (e‐waste) management under its E‐waste (Management and Handling) Rules, 2011. Under these rules, producers have been made responsible for setting up collection centers of e‐waste and financing and organizing a system for environmentally sound management of e‐waste. In this article, we use the implementation of these rules in Ahmedabad in western India as a case study to conduct a critical analysis of the implementation of India's Rules. Interviews of main stakeholder groups, including a sample of regulated commercial establishments, regulatory agencies enforcing the Rules, informal actors involved in waste collection and handling, as well as publicly available information on the implementation constitute data for our case study. Our results indicate that while there has been an increase in the formal waste processing capacity after the implementation of the Rules, only 5% to 15% of the total waste generated is likely channeled through formal processing facilities. While the EPR regulation forced the producers to take action on a few relatively inexpensive aspects of the Rules, the collection and recycling system has not been made convenient for the consumers to deposit e‐waste in formal collection and recycling centers. Based on our findings, we argue that Indian EPR regulation should go beyond simple take‐back mandates and consider implementing other policy instruments such as a deposit‐refund system. An important implication for developing countries is the need for careful attention to instrument choice and design within EPR regulations.

Manufacturing Priorities & Action Programmes in the Changing Environment: An Empirical Study of Indian Industries

Abstract: The Indian industrial environment has been traditionally identified by its regulative and protective characteristics for investments by foreign manufacturers and for import of goods into the country. The restricted industrial licensing policy by the Government of India had resulted in a closed internal competitive environment without an easy access to foreign goods. However there has been a distinct realisation on the part of the Indian companies since 1991 - when the country opened up for outside direct investments and goods due to economic liberalisation policy of the Government of India - that the manufacturing in India has to compete with outside companies to be competitive even in the domestic market.Study of Indian manufacturing practices at this crucial juncture is likely to be of great interest to the international community because of current interest in India. Foreign companies especially multinational corporations (MNCs) have been excited about the prospect of investing in India which has a huge potential market and relative advantages over China. According to a recent Ernst & Young survey, U.S. based MNCs cite India as one of their top priorities for foreign investment. This widespread interest is evident from the actual foreign investments made so far and number of proposals for Foreign Direct Investment (FDI), between 1991 and 1995, investment proposals worth US $15 billion were cleared by Government of India, and 50% of these were approved in the year 1994-95. Actual foreign investments since 1991 is of the order of US $7 billion. Leading international companies including major American corporations such as General Electric, IBM, Pepsico, Coca Cola, Enron Corporation, Digital Corps and Kellogs are investing in a wide range of projects from processed foods and software development to engineering plastics, electronic equipment, power generation and petroleum exploration. Some of the international companies like General Motors have already started sourcing some components from the Indian companies for their global requirements.The studies on manufacturing practices specific to some countries have been reported in literature. Some of the countries for which the manufacturing practices have been studied are Sweden, USA and Japan, Belgium, Singapore, and USA and Europe. An attempt has been made to benchmark global manyfacturing practices by comparing the manufacturing priorities and action programmes of companies in American, European and Pacific Rim countries. Some of the recent studies have focused on only one aspect like quality and on productivity. Identification of various barriers to the management of international operations have also been studied.In our knowledge there is no systematic study on the manufacturing objectives and practices pursued by the Indian companies towards understanding of these competitive issues at the micro level. Hence a survey on Indian manufacturing practices was carried out in the year 1994-95 among the discrete manufacturing companies to take stock of the present situation in terms of their objectives and action programmes in the emerging competitive environment. The study was designed to capture the behaviour of manufacturing in these companies in the previous three years and their planned action programmes in the coming three years. The purpose was also to understand as to how the manufacturing functions in the Indian companies are reacting and gearing towards these objectives in terms of the action programmes for achieving them.These manufacturing objectives and the emphasis given to action programmes were also compared with that of other developed and developing countries in the world to get an idea about the difference in emphasis by the companies in the various countries.