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 paper, the authors highlight the critical need for scaling up concerted efforts to enhance skill development in India, in the context of the country's transition to a knowledge based economy, through the creation of a professional skilled workforce.
Abstract: This article highlights the critical need for scaling up concerted efforts to enhance skill development in India, in the context of the country's transition to a knowledge based economy, through the creation of a professional skilled workforce Governmental efforts, especially in the recent past, in the arena of skill development through various schemes and programmes, management structures and processes, and the challenges encountered within these initiatives are discussed Further, identifying pathways for countering these challenges and effective implementation of the programmes are examined with a detailed interview with S Ramadorai, Chairman, National Skill Development Agency, Government of India & National Skill Development Corporation; former CEO, MD and Vice Chairman, Tata Consultancy Services
27 citations
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TL;DR: The value of the ergodic payoff criterion is a constant multiple of the maximal eigenvalue of the generators of the associated nonlinear semigroups of the Hamilton--Jacobi--Isaacs equations.
Abstract: We study zero-sum risk-sensitive stochastic differential games on the infinite horizon with discounted and ergodic payoff criteria. Under certain assumptions, we establish the existence of values and saddle-point equilibria. We obtain our results by studying the corresponding Hamilton--Jacobi--Isaacs equations. Finally, we show that the value of the ergodic payoff criterion is a constant multiple of the maximal eigenvalue of the generators of the associated nonlinear semigroups.
26 citations
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TL;DR: In this article, the authors investigate how suppliers adjust their relation-specific investments (RSI) in response to the different risk-taking incentives provided by the customer firm to its CEO, during normal and transition periods.
Abstract: This study explores how suppliers adjust their relation-specific investments (RSI) in response to the different risk-taking incentives provided by the customer firm to its CEO, during normal and transition periods. We investigate this relation using 17,553 customer–supplier transactions over the 1993–2013 period. We find strong evidence consistent with the risk-taking argument. Specifically, we find that an increase in the risk-taking incentives of customer CEOs leads to a decline in suppliers’ RSI in normal periods, but an increase in RSI during transition periods. We employ the FAS-123R mandate to show that an exogenous reduction in customer CEO's incentive pay increases suppliers’ RSI. We reaffirm the effect with the passage of the Sarbanes–Oxley Act as a secondary quasi-natural experiment. Finally, we examine several scenarios that either amplify or attenuate the observed relation, based on factors such as financial constraints, distress, growth opportunities, industry competition, and other firm characteristics. Our study contributes to the literature that examines the interplay between corporate policy and product market relationships.
26 citations
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TL;DR: In this paper, a study of 31 cases of innovation implemented in large corporations in India, it was observed that though all of them could be classified as "incremental", their impact varied considerably.
Abstract: Research literature on innovation in established firms has made a useful distinction between radical innovation and incremental innovation and identified the organizational features associated with each. An implied assumption of many such studies is that radical innovations (compared to incremental) would have a greater impact on the organization as well as the economy. While this is generally true, it is incorrect to assume that all incremental innovations could be uniformly categorized as low-impact innovations. In a study of 31 cases of innovation implemented in large corporations in India, it was observed that though all of them could be classified as ‘incremental’, their impact varied considerably. A combined index for assessing the impact based on the novelty of the idea, revenues generated/costs saved, dissemination within and outside the organization, extent of commercialization and patentability, was used to categorize the innovations into high impact (HI) and low impact (LI) groups. The analysis of the two groups was qualitative and was based on the detailed case studies prepared through extensive interviews of people involved in the projects. Inferences from the comparative analysis are explained under six sub-themes that emerged as important in differentiating between low and high impact innovations, namely: individual versus team action; the top management support; the role of the immediate supervisor; rewards, recognition and incentives; focus on core versus non core areas; and documenting and patenting practices. An important factor that enhances the impact of innovations is that organizations should have a deliberate innovation strategy and corresponding organizational structures and processes. Coupled with the innovation strategy, organizations should also develop and implement a value appropriation strategy.
26 citations
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TL;DR: In this paper, the authors examined reasons why social influence is a key factor in job choice decisions of relatively young job seekers and found that respondents did not see themselves as acting based on social influence as much as they perceived others around them to be.
Abstract: Purpose – Past research has largely portrayed job choice as a relatively rational and goal‐directed behavior where applicants make decisions contingent on organizational recruitment activities, or evaluations of job and organizational attributes. Research now informs us that job choice decisions may also be based on social comparisons and social influence. The purpose of this paper is to add to this body of knowledge by examining reasons why social influence is a key factor in job choice decisions of relatively young job seekers.Design/methodology/approach – The study is based on in‐depth interview data from graduating seniors at an elite business school in India.Findings – Respondents did not see themselves as acting based on social influence as much as they perceived others around them to be. Reasons they noted for others’ socially influenced job choice decisions were: peers and seniors are seen as more accessible and trustworthy than organizations; organizations do not share all and/or objective data, ...
26 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 |