Search results

India emerged as one of the fastest growing economies of the world during the 1990s because of the spectacular dynamism shown by the services sector. India’s services sector has been burgeoning fast and one of the major driver’s of the growth of services sector is Information Technology (IT) and Information Technol ogy Enabled Services (ITES). It is well documented in literature that IT impacts growth by different channels. In this study we try to empirically verify the question: Can IT and ITES be an engine of growth? Using micro‐level data of 100 households of 20 IT and ITES firms along with secondary data we tried to estimate the extent of indirect employment generation at macro‐level and the share of IT and ITES in total employment and total value added. According to our study, one job for skilled professional employed in IT and ITES spins off jobs for 0.48 semi‐skilled, low skills or unskilled workers. As per our estimates, the 16 lakh workers who are expected to be directly employed in IT sector in the FY 2008 would generate secondary em ployment for 7,68,000 people which would constitute 0.16 per cent of total employment. However, the share of consumption expenditure of 16 lakh professionals would be 20 per cent of total value added. Assuming the consumption expenditure of the IT and ITES workers and total value added to be the same/constant when we tried to assess the contribution of consumption expenditure of 2.3 million workers (who are projected to be directly absorbed by IT sector by 2010, NASSCOM, 2005) to total value added it comes out to be 29 per cent of total value added. The study says that the proportion of IT‐ITES in total employment may be small but its contribution to total value added is still very high. Indeed IT and ITES can be an engine of growth in India’s economy by way of generating demand impulses in the economy as has been hypothesised and shown through the present study. Keeping in view the contributions of this sector and its huge untapped potential as evident from the present study and various other studies, there is a need for introduction and implementation of policy initiatives to address the challenges faced by this sector and to sustain the growth driven by the services sector.

This paper aims to carry out a qualitative analysis to compare India and China as a choice of service-provider from the perspective of Japanese MNEs for information technology (IT)-IT enabled services (ITeS) offshoring destination, using the four dimensions of the cultural-administrative-geographic-economic (CAGE) distance framework by Ghemawat (2001).

This exploratory study used a mix of primary and secondary evidence to carry out a comparative evaluation of the challenges and synergies existent between India and Japan relative to China and Japan, in the context of IT-ITeS offshoring industry. Fourteen semi-structured interviews were conducted with multiple stakeholders and the findings were classified using the CAGE framework.

The paper discusses that for IT-ITeS industry, owing to its characteristics and the changing global order in the post-pandemic world, the “distances” that matter the most for business engagement between countries are – cultural, administrative and economic. Based on the comparative analysis, it was seen that China fares better than India, from a Japanese perspective, for the case of cultural and geographic distances while India had an advantage in the case of administrative and economic distances. Thus, India and Japan seem to have higher synergies and potential mutual gains by expanding engagement in the IT-ITeS industry in future.

One of the limitations of this paper was the lack of comparable secondary data source concerning the size, growth rates, exports, employment figures for China that could have helped establish the contrast in the structure of IT-ITeS industry of India and China.

This study provides a framework for a comparative analysis of multiple facets of “distance” between competing service providing nations at bilateral, as well as unilateral level, in a holistic manner for the IT-ITeS offshoring industry. The results thus provide the gaps that shall be bridged by the policymakers for realizing mutual benefits.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Corporate Strategy, Vertical integration, Diversification.

Graduate.

The case discusses the evolution, decline and turnaround of Mahindra Powerol, a division inside the large Indian business group, Mahindra & Mahindra (M&M). The Powerol division had its genesis from the then Farm Equipment Sector, when they used the surplus capacity in the tractor manufacturing facilities to produce and sell power generators (Gensets). Powerol capitalized on the rapid growth of the Indian telecommunications sector and the need for power backup at remote locations for the mobile communication towers. Adopting a lean asset model, it transformed the industry ecosystem and grew rapidly. As the telecom opportunity saturated, Powerol performance declined, but quickly rebound as it diversified into other products. As Powerol continues its diversification journey, there are questions about how Powerol can leverage the lean asset model that was their source of competitive advantage in the Gensets market, into other businesses.

Introduce the fundamental logic of vertical integration. The case elucidates how and when a firm vertically integrates/outsources its operations.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request Teaching notes Instructional Note and Case consent form.

The purpose of this study is to detail about the India’s service sector with different aspects of services and the opportunities or challenges that lie within it.

Preliminary part of the study covers the following details of the India’s services sector: services gross domestic product (GDP), individual states/union territories’ services contributions, services foreign direct investment (FDI), services export, services employment, services inflation and overall service performance. Then the study compares India’s services sector performances with the top 15 services performance countries in the world in terms of GDP.

Study found R&D services, legal services, media and broadcasting services and “internal trade and repairs services” to be the potential services sub-sectors that will boost the services sector growth in future. Finally, the study concluded with the implication of the present study finding/results for the present Indian Government policies related to the services, trade, FDI for economic growth and employment.

The study has significant public policy content. The research focuses on the economic and commercial impact, mainly by practice.

The paper is original and brings out some valuable finding that will help the policymakers and economists to make policy decision regarding India’s services: sector, trade and employment. The study has found R&D services, legal services, media & broadcasting services and internal trade and repairs services as the potential services sub-sectors which are new and not addressed by any other studies.

The IT industry, particularly IT enabled services (ITES), in India has shown remarkable growth over the past decade and continues to show resilience even in the face of a global downturn in the sector. While India has not been able to match China in manufacturing prowess, it may have found its competitive advantage in the area of knowledge‐based services to which its factor endowments are uniquely suited. Yet, the tremendous potential and promise of this sector in spurring economic growth and national competitiveness may not be realized, if the numerous obstacles to the sector’s growth are not removed. This paper traces the evolution of the IT industry in India, its positives and negatives and its potential to contribute to India’s global competitiveness. Structural barriers in the national environment to the growth of this industry are identified and discussed. Conclusions and policy implications are presented.

This paper aims to identify strategies used by companies during the recent global recession and to investigate the effectiveness of offensive and defensive strategies. It also investigates how these different types of strategies are sequenced.

The paper draws on cases from seven publicly listed Indian information technology (IT) and information technology-enabled services (ITESs) companies. This longitudinal study draws on 32 semi-structured interviews with top management. The data were triangulated using annual and quarterly reports, emails, organization profiles and customer satisfaction reports.

Offensive and defensive strategic responses were deployed concurrently, not sequentially. Offensive responses were crucial in turning around a firm. Identical strategies can yield different results in product and service companies.

The findings of this paper should be generalized with care because of the sampling scope. Future studies should include quantitative research over different recession periods.

The paper provides insights for practitioners on how to respond to economic recession and prepare for recovery.

The paper enriches the corporate turnaround and business cycle management literature by analyzing the behavior of firms from India and from the high-tech industry.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.