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
Papers
More filters
••
TL;DR: In this article, the authors quantified the extent and impact of mobility on firm behaviour and performance using a unique survey of Indian software firms, and found that there have been important external effects at work, as through changes in the willingness of workers to acquire skills, as well as through increased provision of educational services.
Abstract: The Indian software industry is a prime example of globalisation. The industry has been characterised by large cross-border mobility of its skilled labour force. Using a unique survey of Indian software firms, our paper quantifies the extent and impact of mobility on firm behaviour and performance. Cross-border labour mobility in the paper refers to both temporary and permanent labour flows by Indian software professionals. The picture that emerges is of a highly mobile world in which temporary mobility has been an important characteristic of the industry. A significant number of workers have work experience abroad in a developed country. Moreover, the share of skilled workers with such experience has been positively associated with the incidence of skilled migration from the firm. This suggests network effects are at work. In terms of the impact on performance as measured by the change in turnover per worker and the change in the employment size of the firm the paper finds little evidence of a robust adverse effect. Further, the evidence suggests that there have been important external effects at work, as through changes in the willingness of workers to acquire skills, as well as through increased provision of educational services. These have further abated the risk of a brain drain. However, the software industry may be rather different from other industries. Our results need to be interpreted as the outcome of a particular case of skilled migration and not one necessarily representative of all types of skilled migration and source sectors.
57 citations
••
01 Mar 2015
TL;DR: Businesses, governments and developmental organizations—all are foreseeing that Big Data is likely to create value in multiple ways, and the size of data that was challenging before, can be easily handled with a desktop computer now.
Abstract: We are living in an era of data deluge. Data that the human race has accumulated in the past one decade, far exceeds the data that was available to mankind during the preceding century. McKinsey & Co. foresees that the society is ‘on the cusp of a tremendous wave of innovation, productivity, and growth as well as new modes of competition and value capture—all driven by Big Data’.2 They also expect that different stakeholders such as consumers, companies and businesses are likely to exploit the potential of Big Data. Eric Siegel, founder of Predictive Analytics World, estimates that on an average day we accumulate 2.5 quintillion bytes of data.3 Another important character of the ‘datafication’, as Viktor Mayor–Schonborge and Kenneth Cukier call it, is that ‘Data can frequently be collected passively, without much effort or even awareness on the part of those being recorded. And because the cost of storage has fallen so much, it is easier to justify keeping data than discard it.’4 As the cost of storage has fallen and computing power has increased, the size of data that was challenging before, can be easily handled with a desktop computer now. Several estimates about the accumulation of data have challenged our earlier imagination. Data scientists are increasingly using data quantities in Peta and Zeta bytes. Businesses, governments and developmental organizations—all are foreseeing that Big Data is likely to create value in multiple
55 citations
••
TL;DR: In this paper, the joint management of operations at the supply hub for the customer and the upstream supplier is discussed, where different operating conditions are considered, namely, backordering, minimum and maximum specified inventory levels, and analytical insights on better managing suppliers operating under a vendor managed inventory program are presented.
55 citations
••
TL;DR: In this paper, the authors empirically validate the underlying mechanisms by which consumers develop trust in service providers and investigate the impact of consumer's perceptions of trustworthiness and trust on their loyalty intentions.
Abstract: Purpose – The objective of this research is to empirically validate the underlying mechanisms by which consumers develop trust in service providers and investigate the impact of consumer's perceptions of trustworthiness and trust on their loyalty intentions. It also aims to study the differential impact of consumers' trustworthiness beliefs on two distinct aspects of a service, namely the front line employees (FLEs) and management policies and practices (MPPs).Design/methodology/approach – The paper proposes and empirically validates a parsimonious but multidimensional and multifaceted model of consumer's trustworthiness beliefs, trust and loyalty intentions. Retail banking services in India provide the setting for the study. The analysis was conducted using structural equation modeling.Findings – The results support a multidimensional and multifaceted model linking the influence of consumers' trustworthiness beliefs related to the competence, benevolence and problem solving orientation of FLEs and MPPs o...
54 citations
••
TL;DR: In this paper, the authors examine the causes and consequences of churn in technology entrepreneurs' (ego) core personal networks and find that entrepreneurs whose networking actions involve establishing greater interpersonal knowledge when interacting with strangers or relationally embedding ties with existing alters experience lesser network churn.
Abstract: This study examines the causes and consequences of churn in technology entrepreneurs’ (ego) core personal networks. Churn refers to the change in the composition of an entrepreneur’s core personal network due to the entry of new network contacts (alters) or exit of existing network contacts. We draw on recent research describing networking styles to examine how a focal entrepreneur’s networking actions affects churn in his/her core personal network and thereby increases his/her venture’s portfolio of exchange partners. We find that entrepreneurs whose networking actions involve establishing greater interpersonal knowledge when interacting with strangers or relationally embedding ties with existing alters experience lesser network churn. In contrast, entrepreneurs whose networking actions involved greater time pacing of interactions with existing alters experienced greater network churn. The longitudinal empirical analysis on a sample of Indian high technology entrepreneurs operating businessto-business ventures provides support for our theoretical framework. We contribute to the entrepreneurial networks literature by systematically examining the dynamics of technology entrepreneurs’ core personal networks and their venture-level consequences. Copyright © 2012 Strategic Management Society.
54 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 |