Indian School of Business

About: Indian School of Business is a education organization based out in Hyderabad, India. It is known for research contribution in the topics: Supply chain & Corporate governance. The organization has 309 authors who have published 932 publications receiving 24129 citations. The organization is also known as: ISB.

Research Commentary---Too Big to Fail: Large Samples and the p-Value Problem

Abstract: The Internet has provided IS researchers with the opportunity to conduct studies with extremely large samples, frequently well over 10,000 observations. There are many advantages to large samples, but researchers using statistical inference must be aware of the p-value problem associated with them. In very large samples, p-values go quickly to zero, and solely relying on p-values can lead the researcher to claim support for results of no practical significance. In a survey of large sample IS research, we found that a significant number of papers rely on a low p-value and the sign of a regression coefficient alone to support their hypotheses. This research commentary recommends a series of actions the researcher can take to mitigate the p-value problem in large samples and illustrates them with an example of over 300,000 camera sales on eBay. We believe that addressing the p-value problem will increase the credibility of large sample IS research as well as provide more insights for readers.

Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms

Abstract: While overseas acquisitions by emerging-economy firms are gaining increased attention from the business press, our understanding of whether and why this inorganic mode of international expansion creates value to acquirer firms is limited. We argue that international acquisitions facilitate internalization of tangible and intangible resources that are both difficult to trade through market transactions and take time to develop internally, thus constituting an important strategic lever of value creation for emerging-economy firms. Furthermore, the magnitude of value created will be higher when the target firms are located in advanced economic and institutional environments: country markets that carry the promise of higher quality of resources, and therefore, stronger complementarity to the existing capabilities of emerging-economy firms. An event study of 425 cross-border acquisitions by Indian firms during 2000–2007 supports our predictions.

S-D logic–informed customer engagement: integrative framework, revised fundamental propositions, and application to CRM

Abstract: Research addressing the micro-foundational theoretical entity of customer engagement (CE) has proliferated in recent years. In parallel, the macro-foundational theory of service-dominant (S-D) logic is thriving. While the fit of CE/S-D logic has been recognized, insight into this theoretical interface remains tenuous, as explored in this paper. We develop an integrative, S-D logic–informed framework of CE comprising three CE foundational processes, which are required (for customer resource integration), or conducive (for customer knowledge sharing/learning) CE antecedents. While customer resource integration, in some form, extends to coincide with CE, customer knowledge sharing/learning can also do so. We also identify three CE benefits (customer individual/interpersonal operant resource development, cocreation) as CE consequences, which can also coincide with CE. Deploying the framework, we revise Brodie et al.’s (Journal of Service Research, 14(3), 252–271, 2011) fundamental propositions of CE and apply these to customer relationship management. We conclude with theoretical and managerial implications, followed by future research avenues.