Indian Institute of Management Calcutta

About: Indian Institute of Management Calcutta is a education organization based out in Kolkata, India. It is known for research contribution in the topics: Supply chain & Context (language use). The organization has 415 authors who have published 1354 publications receiving 21725 citations. The organization is also known as: IIMC & IIM Calcutta.

Leveraging ICT to Overcome Complementary Institutional Voids: Insights from Institutional Work by a Social Enterprise to Help Marginalized

Abstract: There is, in general, a dearth of empirical inquiries on how institutional voids are filled through institutional work in marginalized communities. Extant studies have focussed on institutional work that addresses solitary institutional void, mostly in formal settings. In this paper, we inquire the case of a social entrepreneurial venture in India that identified two complementary institutional voids (productive ageing void of the urban elderly and rural education void of children) and attempted to simultaneously address the two voids. The issue of physical distance between the two groups was overcome by enacting an ICT platform. We also show how the institutional challenges associated with the ICT implementation led them to pursue different kinds of institutional works in their context. We then identify different theoretical dimensions of institutional works that could be used in marginalized contexts. Finally, we show how the ‘complementary voids’ approach has implications for both theory and practice.

Jugaad—From ‘Making Do’ and ‘Quick Fix’ to an Innovative, Sustainable and Low-Cost Survival Strategy at the Bottom of the Pyramid

Abstract: Until recent times, Indian jugaad was commonly constructed to be a frugal form of innovation engendered from the lack of resources and unhealthy financial conditions, and has been recently imported...

Metaheuristic applications on discrete facility location problems: a survey

Abstract: This paper provides a detailed review of metaheuristic applications on discrete facility location problems. The objective of this paper is to provide a concise summary of solution approaches based on four commonly used metaheuristics: genetic algorithm, tabu search, particle swarm optimization and scatter search for different variants of the discrete facility location problem. Such a concise summary is expected to be useful for researchers interested in any of the major variants of discrete facility location problem as for each metaheuristic the paper provides a comprehensive review of different variants on which this metaheuristic has been applied, and the details of its implementation. Therefore, a research can exploit a method developed for another variant to solve the problem variant at hand. Based on our review of these papers, we also report some interesting observations, identify research gaps and highlight directions for future research.

An Orchestrated Negotiated Exchange: Trading Home-Based Telework for Intensified Work

Abstract: In this paper, we explore a popular flexible work arrangement (FWA), home-based telework, in the Indian IT industry. We show how IT managers used the dominant meanings of telework to portray telework as an employee benefit that outweighed the attendant cost—intensified work. While using their discretion to grant telework, the managers drew on this portrayal to orchestrate a negotiated exchange with their subordinates. Consequently, the employees consented to accomplish the intensified work at home in exchange of telework despite their opposition to the intensified work in the office. Thus, whereas the extant studies consider work intensification as an unanticipated outcome of using FWAs, we show how firms may use FWAs strategically to get office-based intensified work accomplished at home. While the dominant argument is that employees reciprocate the opportunity to telework with intensified work, we show a discursively orchestrated negotiation that favors management. A corrective policy measure is to frame telework as an employee right.