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Institution

Indian Institute of Management Bangalore

EducationBengaluru, Karnataka, India
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.


Papers
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Journal ArticleDOI
20 Jun 2016
TL;DR: In 2002, the Parliament of India enacted the Competition Act, replacing the archaic Monopoly and Restrictive Trade Practices Act (popularly referred to as the MRTP Act) of 1969 as mentioned in this paper.
Abstract: In 2002, the Parliament of India enacted the Competition Act, replacing the archaic Monopoly and Restrictive Trade Practices Act (popularly referred to as the MRTP Act) of 1969. The primary goal of the Act, as stated in the preamble, is ‘...keeping in view of the economic development of the country ... to prevent practices having adverse effect on competition, to promote and sustain competition in markets, to protect interests of consumers and to ensure freedom of trade ...’.1 Economic theory clearly shows that the total profit in an industry characterized by monopoly is greater than the combined profit of all firms in the industry in case the industry is competitive in nature. At the same time, due to higher prices, consumer welfare suffers under monopoly when compared to a more competitive setup. To me, this is the fundamental theoretical premise behind the competition law. The Act intends to curb any activity that could harm consumer welfare or freedom of any individual (or individuals) to freely and fairly compete in the market. Therefore, the three broad areas for the Competition Act to look at are: (a) cartelizing behaviour of the firms, (b) abuse of dominant position, and (c) mergers and acquisition. Cartels can be interpreted as the joint effort on the part of firms in an industry to drive prices higher than warranted under competitive conditions. In a seminal study, Stigler points out that, despite this advantage, firms may not collude (and form a cartel) because short-term deviations from collusion agreements yield significant shortterm payoffs. One interpretation of this argument is that the free markets would dissuade any cartel agreements.2

2 citations

Journal ArticleDOI
TL;DR: In this article, the authors tried to find out what has made RWH work in Chennai, at least to the extent it has worked, as many such policies in our country either tend to fail or at least run a very high risk of failure.
Abstract: Sustainable water management is vital for sustainable development, especially in light of threats such as climate change, growing population, rising prosperity and industrialization. India is facing increasing freshwater scarcity, particularly in urban centres such as Chennai, and is struggling to manage water resources. It is widely believed that Chennai has had a very successful experience with rainwater harvesting since its 2002 law mandating it for every building. This article tries to find out what has made RWH work in Chennai, at least to the extent it has worked, as many such policies in our country either tend to fail or at least run a very high risk of failure. The article argues that Chennai has been a case of non-government agents from the public leading the charge to start with and later working with government agents. It is this broad alignment of government and non-government agents that helped make the policy fairly successful. The policy directives essentially reinforced the general practi...

2 citations

Journal ArticleDOI
TL;DR: A dynamic scheduling approach is proposed that solves a series of modified mixed-integer linear programming models to revise and improve the schedule to ensure timely delivery of products while enabling schedule revisions to accommodate additional constraints realized during the execution of these projects.

2 citations

Posted Content
TL;DR: In this paper, the authors investigated the determinants of women's entry into and exit from employment and found that an increase in income of other members of the household leads to lower entry and higher exit probabilities of women.
Abstract: This study analyses employment transitions of working-age women in India. The puzzling issue of low labour force participation despite substantial economic growth, strong fertility decline and expanding female education in India has been studied in the recent literature. However, no study so far has looked into the dynamics of employment in terms of labour force entry and exit in this context. Using a nationally representative panel dataset, we show that women are not only participating less in the labour force, but also dropping out at an alarming rate. We estimate an endogenous switching model that corrects for selection bias due to initial employment and panel attrition, to investigate the determinants of women’s entry into and exit from employment. We find that an increase in income of other members of the household leads to lower entry and higher exit probabilities of women. This income effect persists even after controlling for the dynamics of asset holding of the household. Along with the effects of caste and religion, this result reveals the importance of cultural and economic factors in explaining the declining workforce participation of women in India. We also explore other individual and household level determinants of women’s employment transitions. Moreover, we find that a large public workfare program significantly reduces women’s exit from the labour force.

2 citations

Journal ArticleDOI

2 citations


Authors

Showing all 531 results

NameH-indexPapersCitations
Kannan Raghunandan4910010439
Saras D. Sarasvathy4110914815
Asha George351564227
Dasaratha V. Rama32674592
Raghbendra Jha313353396
Gita Sen30573550
Jayant R. Kale26673534
Randall Hansen23412299
Pulak Ghosh23921763
M. R. Rao23522326
Suneeta Krishnan20492234
Ranji Vaidyanathan19771646
Mukta Kulkarni19451785
Haritha Saranga19421523
Janat Shah19521767
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Performance
Metrics
No. of papers from the Institution in previous years
YearPapers
202332
202227
202196
202093
201985
201874