Indian Institute of Management Bangalore

About: Indian Institute of Management Bangalore is a education organization based out in Bengaluru, Karnataka, India. It is known for research contribution in the topics: Emerging markets & Corporate governance. The organization has 491 authors who have published 1254 publications receiving 23853 citations. The organization is also known as: IIMB.

A model-based estimate of the groundwater budget and associated uncertainties in Bengaluru, India

Abstract: Understanding the water metabolism of developing country cities is challenging because of insufficient knowledge of how social, infrastructural and hydrological dimensions are coupled. Using Bengal...

The Evolution and Structure of the Two Wheeler Industry in India

Abstract: This paper studies the evolution of the competitive structure of the two-wheeler industry in India. The evolution of the industry's competitive structure is traced using Kendall's index of Rank Concordance and the Evans-Karras test of convergence. The industry seems to be characterized by oligopoly with the onset of economic reforms in 1991 not making much difference to industrial structure. Convergence of sales and capacity at the level of the industry is conditional while it is absolute at the level of the segment.

Feedback Spillovers Across Tasks, Self-Confidence and Competitiveness

Abstract: Does feedback on success in a task increase individuals' beliefs about their chance to succeed in a subsequent, unrelated, task? Does feedback on failure have a symmetric effect? Is the distortion of beliefs, possibly due to motivated beliefs, mistakes in updating or the feeling of having a lucky day, heterogeneous across individuals, in particular according to their status in the society? Conducting an artefactual field experiment in India with participants from different castes, we show that feedback on success in a forced competition in a first task increases winners' self-confidence and competitiveness in the subsequent task. Such feedback spillovers on self-confidence are asymmetric and heterogeneous according to status and more likely for already more confident individuals.

Change and Revolutionary Change: Formalizing and Extending the Punctuated Equilibrium Paradigm

Abstract: The concept of punctuated equilibrium, long periods of incremental change interrupted by short periods of revolutionary change, is often employed to understand organizational transitions. This article uses insights from work on change in individual and organizational beliefs to develop a formal model of organizational change which is consistent with the core concepts of the punctuated equilibrium paradigm. However, it highlights the influence of critical incremental processes that underpin revolutionary organizational changes that have been overlooked in the current applications of the paradigm in organizational studies. It suggests that the key to understanding radical observable changes, is an understanding of the latent incremental processes that have been neglected.