Institution
Indian Institute of Management Bangalore
Education•Bengaluru, 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 & Context (language use). The organization has 491 authors who have published 1254 publications receiving 23853 citations. The organization is also known as: IIMB.
Papers published on a yearly basis
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TL;DR: In this article, the authors explore Indian online shopping via the concept of shopping orientations and find that the value singularity segment is not the pioneer online shopper in India, compared with the early online shoppers in the USA who were often motivated by price.
Abstract: Purpose – This study aims to explore Indian online shopping via the concept of shopping orientations.Design/methodology/approach – Surveys were collected from 536 consumer panel members. Online shopping segments were identified by using a two‐step process that clustered respondents in terms of the similarity of their scores across four shopping orientations.Findings – Three segments were identified: value singularity, quality at any price, and reputation/recreation. The quality at any price and reputation/recreation segments were the predominant online shoppers. Although their orientations toward shopping differed, their behaviour, web site attribute ratings, and demographics were very similar except for occupation (managerial versus clerical, respectively). The finding that the value singularity segment is not the pioneer online shopper in India contrasts with the early online shoppers in the USA, who were often motivated by price.Research limitations/implications – This is the first empirical study to u...
71 citations
TL;DR: The authors found that strategic early internationalization accounts for over half of the explained variance in international sales intensity and either fully or partially mediates the effects of managerial knowledge and market orientation on International sales intensity.
Abstract: In a study of 257 new ventures from China, India, Mexico, and South Africa, we find support for the mediating effect of strategic early internationalization on international sales intensity. We argued that when new ventures from emerging markets internationalize early and with commitment, the legitimacy they acquire helps them overcome liabilities of newness and foreignness. We develop a typology of international new ventures that, based on strategic intent and timing of internationalization, distinguishes strategic early internationalizers from persistent, serendipitous, and long-term internationalizers. We show that strategic early internationalization accounts for over half of the explained variance in international sales intensity and either fully or partially mediates the effects of managerial knowledge and market orientation on international sales intensity.
71 citations
TL;DR: In this paper, the authors investigated the determinants of women's entry into and exit from employment in India and found that an increase in wealth and income of other members of the household leads to lower entry and higher exit probabilities of women.
71 citations
TL;DR: In this paper, a process model of how subsidiaries navigate identity duality over time is developed, where they use two modes of organizational identity work for this purpose: logic ordering and logic bridging.
Abstract: Multinational subsidiaries do not merely seek legitimacy within their dual institutional contexts; they also strive to articulate an organizational identity by drawing on institutional resources embedded in these dual contexts. We draw attention to the subsidiary’s identity duality and conceptualize it as a paradox, i.e., as the juxtaposition of the contradictory, interdependent, and persistent characteristics of the ‘global’ and the ‘local’ in the subsidiary’s identity. Using 57 years of archival data from Hindustan Unilever, the Indian subsidiary of Anglo-Dutch multinational Unilever, we observe changing patterns in the articulation of identity claims by subsidiary leaders and develop a process model of how subsidiaries navigate identity duality over time. We find that subsidiary leaders may use two modes of organizational identity work for this purpose – logic ordering (the articulation of identity claims that respond to contradictory institutional demands by privileging one and subordinating the other) and logic bridging (the articulation of identity claims that respond to contradictory institutional demands by effecting a Janusian integration of the said demands). Over time, and employing these modes of identity work, leaders at Hindustan Unilever sustained a dynamic balance between the dual cores of the subsidiary’s espoused identity.
70 citations
University of Wrocław1, Arizona State University2, University of Social Sciences and Humanities3, University of Washington4, Baqiyatallah University of Medical Sciences5, King Saud University6, University of Ghana7, University of Milan8, The Chinese University of Hong Kong9, University of Zurich10, Federal University of Rio de Janeiro11, Russian Academy of Sciences12, Russian State University for the Humanities13, Federal University of Rio Grande do Norte14, Ankara University15, University of Coimbra16, Babeș-Bolyai University17, Universidad Iberoamericana Ciudad de México18, İzmir University of Economics19, Saint Mary's University20, Cumhuriyet University21, University of Warsaw22, University of Zagreb23, Akdeniz University24, Federal Neuro Psychiatric Hospital25, Central University of Finance and Economics26, University of Nairobi27, Opole University28, University of Granada29, University of Pécs30, Razi University31, University of Science and Culture32, Pontifical Catholic University of Rio de Janeiro33, Makerere University Business School34, Adekunle Ajasin University35, Universiti Utara Malaysia36, University of Nigeria, Nsukka37, Istanbul University38, University of Warwick39, University of Tartu40, University of Karachi41, SAS Institute42, University of Amsterdam43, South-West University "Neofit Rilski"44, Matej Bel University45, Indonesia University of Education46, Indian Institute of Management Bangalore47, Indian Institute of Technology Guwahati48, Kyung Hee University49, Dresden University of Technology50
TL;DR: This paper measured marital satisfaction and several factors that might potentially correlate with it based on self-report data from individuals across 33 countries and introduced the raw data available for anybody interested in further examining any relations between them and other country-level scores obtained elsewhere.
Abstract: Forms of committed relationships, including formal marriage arrangements between men and women, exist in almost every culture (Bell, 1997). Yet, similarly to many other psychological constructs (Henrich et al., 2010), marital satisfaction and its correlates have been investigated almost exclusively in Western countries (e.g., Bradbury et al., 2000). Meanwhile, marital relationships are heavily guided by culturally determined norms, customs, and expectations (for review see Berscheid, 1995; Fiske et al., 1998). While we acknowledge the differences existing both between- and within-cultures, we measured marital satisfaction and several factors that might potentially correlate with it based on self-report data from individuals across 33 countries. The purpose of this paper is to introduce the raw data available for anybody interested in further examining any relations between them and other country-level scores obtained elsewhere. Below, we review the central variables that are likely to be related to marital satisfaction
69 citations
Authors
Showing all 531 results
| Name | H-index | Papers | Citations |
|---|---|---|---|
| Kannan Raghunandan | 49 | 100 | 10439 |
| Saras D. Sarasvathy | 41 | 109 | 14815 |
| Asha George | 35 | 156 | 4227 |
| Dasaratha V. Rama | 32 | 67 | 4592 |
| Raghbendra Jha | 31 | 335 | 3396 |
| Gita Sen | 30 | 57 | 3550 |
| Jayant R. Kale | 26 | 67 | 3534 |
| Randall Hansen | 23 | 41 | 2299 |
| Pulak Ghosh | 23 | 92 | 1763 |
| M. R. Rao | 23 | 52 | 2326 |
| Suneeta Krishnan | 20 | 49 | 2234 |
| Ranji Vaidyanathan | 19 | 77 | 1646 |
| Mukta Kulkarni | 19 | 45 | 1785 |
| Haritha Saranga | 19 | 42 | 1523 |
| Janat Shah | 19 | 52 | 1767 |