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 & Corporate governance. 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
Papers
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TL;DR: In this article, the authors highlight the need for businesses and governments to pay more attention to the environmental and resource consequences of the ever-increasing production, distribution and consumption of agro-based products.
Abstract: There is growing pressure on businesses and governments to pay more attention to the environmental and resource consequences of the ever-increasing production, distribution and consumption of agro-based products. Major issues in the sustainable development agenda include how to ensure the involvement of producers, particularly small farmers, in sourcing networks as well as in the institutional initiatives that help them to meet the stringent food safety and quality regulations. Corporates, especially in retailing, could play a critical role in creating sustainable agri-food chains.
66 citations
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TL;DR: In this article, the authors conducted an interview-based study to understand which strategies people with disabilities engage in to manage their careers proactively, including maintaining a positive mind-set; trouncing competence stereotypes by sensitizing people to their ability through learning and applying new skills, and by seeking feedback; engaging in disability advocacy to remove performance myths; and building, leveraging, and contributing to disability networks.
Abstract: People with disabilities (PWD) tend to experience less career success than their counterparts without a disability, and their talent and skill remain underutilized. Disability literature also outlines various barriers to careers of PWD. Yet there are those who successfully manage their careers. Our aim in the present interview-based study was to understand which strategies PWD engage in to manage their careers proactively. Findings indicate that strategies include maintaining a positive mind-set; trouncing competence stereotypes by sensitizing people to their ability through learning and applying new skills, and by seeking feedback; engaging in disability advocacy to remove performance myths; and building, leveraging, and contributing to disability networks. We noted gender and tenure differences with regard to strategies employed. Findings imply that career objectives of PWD are not those traditionally expected or lauded by organizations, and motivations for career self-management are unique to PWD as compared to those without a disability
65 citations
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TL;DR: These disjunctures reflect nuanced and layered relationships between health administrators and workers, as well as how power is negotiated through corruption and elected representatives within the broader political economy context of health systems in northern Karnataka, India.
Abstract: SUMMARY Although accountability drives in the Indian health sector sporadically highlight egregious behaviour of individual health providers, accountability needs to be understood more broadly. From a managerial perspective, while accountability functions as a control mechanism that involves reviews and sanctions, it also has a constructive side that encourages learning from errors and discretion to support innovation. This points to social relationships: how formal rules and hierarchies combine with informal norms and processes and more fundamentally how power relations are negotiated. Drawing from this conceptual background and based on qualitative research, this article analyses the views of government primary health care administrators and workers from Koppal district, northern Karnataka, India. In particular, the article details how these actors view two management functions concerned with internal accountability: supervision and disciplinary action. A number of disjunctures are revealed. Although extensive information systems exist, they do not guide responsiveness or planning. While supportive supervision efforts are acknowledged and practiced, implicit quid-pro-quo bargains that justify poor service delivery performance are more prevalent. Despite the enactment of numerous disciplinary measures, little discipline is observed. These disjunctures reflect nuanced and layered relationships between health administrators and workers, as well as how power is negotiated through corruption and elected representatives within the broader political economy context of health systems in northern Karnataka, India. These various dimensions of accountability need to be addressed if it is to be used more equitably and effectively. Copyright # 2009 John Wiley & Sons, Ltd.
65 citations
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TL;DR: A research model is developed to identify the contextual facilitators and barriers driving mobile payment usage intention and its importance in understanding the technology’s sustenance and its future in enabling financial inclusion.
Abstract: Mobile payment services hold the potential for financial inclusion in developing economies. Low-income countries are characterized by distinctive conditions like price sensitivity, low digital pene...
65 citations
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TL;DR: In this paper, the authors used an expectations lens to investigate consumers' perceptions of the brand image formed by exposure to electronic word-of-mouth (EWOM) under the moderating influence of consumer involvement.
64 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 |