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.

Modular Network Governance: A Conceptual Framework for Addressing Complex Social Problems

Abstract: We develop a conceptual governance framework to guide the creation and management of a modular network to address complex social problems. Drawing on theoretical foundations in modularity and inter-organizational networks, we propose that modularization of complex social problems is a dialectic, emergent process that blends a convener-led network formation with consultative problem definition and solution design. We also posit that social systems are imperfectly modular and need purposefully designed interface governance to integrate the modules. Finally, we advance how modularity may be leveraged to simultaneously advance the interests of participating actors and deliver societal value. The propositions together advance a governance framework for a modular, multiactor adaptive system suited to tackle the scale, diversity and dynamics of complex social problems.

Integration among US banks

Abstract: We study integration among a large sample of 1109 US banks over a quarter-century from 1990–2014. We define a bank’s level of integration (measured in percentages) as the degree of dependence of its stock returns on common national banking factors. We show that the median US bank’s integration has risen from 4.4% in 1990 to 10.1% in 2014. Integration across banks is highly unevenly distributed, appears to obey a power law and for the median “systemically important” bank, corresponding integration levels are 6–10 times higher. The US banking sector is segmented into a small group of “core” banks, strongly integrated with each other; and a large group of weakly integrated banks in the “periphery”. Determinants of US banks’ integration include bank size, its market beta and its idiosyncratic risk, which, all else equal, have a significantly positive impact; while increased reliance on deposit financing and short term financing have a significantly negative impact on integration.

Institutional Isomorphism due to the Influence of Information Systems and Its Strategic Position

Abstract: Institutional isomorphism is a concept at the core of institutional theory to explain the homogeneity of organizations in a field. DiMaggio and Powell (1983) developed a framework that presented the different mechanisms, including coercive, mimetic and normative, through which isomorphism occurs. Information systems (IS) have become a critical asset in the industry today, with firms heavily dependent on IS for either their day-to-day operational processes or to gain a strategic edge. This paper proposes that IS drives isomorphism in organizations. The IS impact affecting isomorphism is greater when the dependence of the firm on information technology is greater. McFarlan and McKenney's (1983) IS strategic grid identifies four kinds of IS dependence' strategic, turnaround, operational, and support. We propose a framework to understand the degree of isomorphism (through different mechanisms) that a firm is likely to experience under the influence of IS, based on the firm's position in the strategic grid. There has been studies linking institutional theory and strategic IT, and evidences of importance of such research, but none of the studies develops a framework observing the mechanisms of isomorphism due to IT impact. The paper analyses relevant cases from the industry using a framework that we developed. The framework has practical implications for firms to be prepared for the isomorphic changes they are expected to experience when their IS dependence places them in a particular strategic quadrant.

Revenue generation in the information era: Opportunities and challenges

Abstract: In an information economy, innovative revenue generating models are as critical for the sustenance of a firm as is bringing cutting edge technology to the market. In its first part, this article surveys the characteristics of the information goods market and identifies the opportunities and challenges that the information era presents. Further, it surveys the existing business models for information goods and maps them to the market characteristics to arrive at the viability of these models. The second part of the article presents the views and experiences of a panel of practitioners who face these challenges in the field of information goods.

Institutional Trading Strategies and Contagion around the Financial Crisis

Abstract: We examine the impact of the recent financial crisis on institutional trading strategies in the Indian equity markets We find that foreign institutional investors (FIIs) act as short-term momentum traders or positive feedback traders who demand liquidity Domestic institutional investors (DIIs) act as liquidity suppliers Both FII and DII order flow exhibit strong persistence and are negatively related During the crisis period, FIIs are net sellers and reduce their reliance on positive feedback trading strategies but DIIs absorb this increase in liquidity demand by acting as contrarian traders We also find that, during the crisis period, FII trading provides an additional channel to transmit contrarian (good) news from the US markets to the Indian equity markets