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: Emerging markets & Population. The organization has 1828 authors who have published 4011 publications receiving 59269 citations. The organization is also known as: IIMA & IIM Ahmedabad.

'From boom to where?': The impact of crisis on work and employment in Indian BPO

Abstract: This article locates Indian Business Process Outsourcing (BPO) within the global supply chains of business services delivery and an international division of service labour. It acknowledges the BPO market’s essential dependence on demand from lead firms in the United States and United Kingdom. Drawing on a conceptual synthesis of the Global Commodity Chain (GCC), Global Value Chain (GVC) and Global Production Network (GPN) frameworks, the article examines the impact of 2008’s financial crisis on employment, work organisation and the experience of work in Indian BPO. Employer/industry sources and employee interviews, reveal reconfigured local labour market dynamics, tightened work discipline, an extensification of working time, work intensification and unprecedented growth in job insecurity. Such changed characteristics suggest a watershed which raises questions concerning the sustainability of models of BPO work constructed in pre-crisis years.

Teachers and Socio-educational Entrepreneurship: Competence as a Consequence

Abstract: This article examines how teachers who have achieved their educational goals in rural contexts of socio-economic and educational deprivation have redefined their roles using socio-educationally ent...

Inclusive Workplaces: Lessons from Theory and Practice

Abstract: Given that diversity has been the core of the Indian cultural fabric, one often finds a naturally created diverse workforce in Indian organizations. Therefore, even as several large and small countries in the developed world have been working on creating diverse and inclusive workplaces over the last four decades, India Inc. did not feel the acute need to focus on issues of diversity. However, this also meant that issues around inclusion and exclusion, groupism, and unconscious discrimination—though real in a diverse work group—were ignored. Globalization and glocalization have changed the context for businesses all over the world including India, leading to a shift in discourse among Indian businesses and discussions about diversity. Being able to recognize and promote the uniqueness of different groups of a diverse workforce is not only acknowledged as instrumental in improving performance, but also an imperative that organizations can no longer choose to ignore. While there has been considerable academic debate on the value of diversity, it is accepted that diversity adds both tangible and intangible value, even if it requires working through the issues and costs that sometimes accompany it. For India Inc., the imperatives for diversity have been akin to those in other countries and include a need to attract talent to meet the demands of an expanding knowledge industry sector, creating competent teams for the Indian operations of multinational companies (MNCs), and the ambition of Indian organizations to go global. VIKALPA The Journal for Decision Makers 40(3) 324–362 © 2015 Indian Institute of Management, Ahmedabad SAGE Publications sagepub.in/home.nav DOI: 10.1177/0256090915601515 http://vik.sagepub.com

The experience of work in India's domestic call centre industry

Abstract: Research on Indian call centres has focused almost exclusively on international-facing operations, at the expense of its domestic sub-sector, which is driven by different economic dynamics, namely the expanding Indian ‘new economy’ and the growth of discretionary spending by the country's new middle class. The paper breaks new ground with its detailed examination of the experience of work in this domestic sector and draws upon extensive employee survey and interview data. The findings demonstrate that Indian domestic work lies at the extreme quantitative end of the call centre spectrum – its employees subject to tight controls, extensive work hours and authoritarian management practices in common.