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.

A narrative review and meta-analysis of service interaction quality: new research directions and implications

Abstract: – This paper aims to conceptualize and empirically test the determinants of service interaction quality (SIQ) as attitude, behavior and expertise of a service provider (SP). Further, the individual and simultaneous effects of SIQ and its dimensions on important marketing outcomes are tested. , – The narrative review of extant research helps formulate a conceptual model of SIQ, which is investigated using the univariate and multivariate meta-analysis. , – There are interdependencies between drivers of SIQ that underlines the need to conceptualize service interaction as a dyadic phenomenon; use contemporary multilevel models, dyadic models, non-linear structural equation modeling and process studies; and study new and diverse services contexts. Meta-analysis illustrates the relative importance of the three drivers of SIQ and, in turn, their impact on consumer satisfaction and loyalty. , – The meta-analysis is based on existing research, which, unfortunately, has not examined critical services or exigency situations where SIQ is of paramount importance. Future research will be tasked with diversifying to several important domains where SIQ is a critical aspect of perceived service quality. , – This study emphasizes that, although the expertise of an SP is important, firms would be surprised to learn that the attitude and behavior of their employees are equally important antecedents. In fact, there is a delicate balance that needs to be found; otherwise, attitudinal factors can have an overall counterproductive effect on consumer satisfaction. , – This paper provides an empirical synthesis of SIQ and opens up interesting areas for further research.

E-Government systems in developing countries: stakeholders and conflict

Abstract: With the widespread deployment of e-government systems in developing countries, and also their high failure rates, it is important to understand the complex processes that underlie successful implementations of large-scale information systems. MIS theory has explicated the nature of conflict in the design of information systems and the reasons why systems are resisted by stakeholders. In this context, it is important to have a nuanced reading of stakeholders in the e-government systems domain to understand the origin of conflict and resistance to such systems. This paper develops a framework for stakeholder groups and uses this to analyze conflict and resistance in four case examples of implemented e-government systems in India.

Secondary stakeholder pressures and organizational adoption of sustainable operations practices: The mediating role of primary stakeholders

Abstract: Organizations face increasing pressure from stakeholder groups to adopt sustainable practices and improve their environmental performance. Contemporary frameworks on corporate environmental responsibility observe that stakeholders positively influence organizational response in the form of adoption of sustainable operations practices. However, these frameworks provide little evidence on the distinction between the influences of different stakeholder groups on shaping organizations’ environmental responses. This paper proposes and empirically tests how different stakeholder groups, directly and indirectly, influence organizational adoption of sustainable operations practices. Based on a sample from an emerging economy, we show that the primary stakeholders, because of the reciprocal and direct transactional relationship with the firm, directly influence an organization's environmental policies. By contrast, secondary stakeholders try to influence organizations indirectly via primary stakeholders. The results indicate that there is a distinction between different stakeholder groups, and secondary stakeholders can exercise their influence over organizational environmental decisions via primary stakeholders.