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 & Context (language use). The organization has 491 authors who have published 1254 publications receiving 23853 citations. The organization is also known as: IIMB.

Rituals in e-government implementation: an analysis of failure

Abstract: This paper presents a case analysis of a failed e-government implementation in a developing country context. The project involved constructing a large system for a central government department in India. After seven years and a few million rupees in costs, the project was terminated. Prior research in failed information systems implementations has highlighted many issues, most of which are now part of software project management literature. With e-government systems, though scientific project management is diligently applied, failure rates are very high, particularly in developing countries. The analysis in this paper suggests that though issues of lack of user involvement, inadequate delegation, and improper planning are responsible, the important causes are the rituals that management enacted, that had overt rationality but buried agendas.

Sourcing under incomplete information and negative capacity-cost correlation

Abstract: We study a sourcing problem where a buyer reserves capacity from a set of suppliers. The suppliers have finite capacity and their unit production cost is a decreasing function of their capacity, implying scale economies. The capacity of each supplier and therefore the cost is his private information. The buyer and other suppliers only know the probability distribution of the supplier’s capacity. The buyer’s demand is random and she has to decide how much capacity to reserve in advance from a subset of suppliers and how much to source from marketplace. In this study we determine the buyer’s optimum reservation quantity and the size of the supply base. We find the presence of such capacity cost correlation leads to supply base reduction.

Understanding Expectations, Perceptions and Satisfaction Levels of Customers of Military Engineer Services in India

Abstract: Customer satisfaction and client orientation concepts are needed in all service providing organisations, including those engaged in construction and infrastructure provision within the public sector where the public perception about their services is at its lowest. This study measures the expectations and perceptions of various service elements among clients of Military Engineer Services (MES) in India. Customers’ survey mode was used to measure the expectations, perception, importance and satisfaction. The perceived quality of services provided by this department was measured with SERVQUAL instrument on selected attributes using the Gap approach for identifying priorities. Additionally, this study also examines the influence of demographic characteristics of clients on expectations and perceptions of the clients. The results can be used by similar organisations for cultural and structural change to increase accountability and performance, in which the results indicate that the three most important dimensions in the order of importance among the clients of MES are tangibles, responsiveness and reliability.

ITIs/ITCs: Industrial Training Institutes/Industrial Training Centres

Abstract: This chapter will deal with the formal vocational training route to enter the world of work. In the last decade, there has been an increasing attention paid to skill building as a national priority in India, both in terms of providing employment opportunities to the young population, and to fully realise the demographic dividend for the country by supplying the high quality skills to manage the global shortage in skills. India is among the top countries where employers are facing difficulty in filling up job positions. The difficulty level was 48% in India in 2012 where as the global standard was 34% (FICCI 2012). Estimates by leading consulting firms indicate that there could be a shortfall of 350 million people by 2022 in 20 high growth sectors of the Indian economy (Sanghi et al. 2012).