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Article
Publication date: 18 April 2016

Murali Kailasam and Winai Wongsurawat

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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

Originality/value

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.

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Article
Publication date: 16 November 2015

Murali Kailasam and Winai Wongsurawat

The purpose of this article is to find out if a focus on promoting customer loyalty is a supplier’s best strategy for gaining significant immunity against customer…

Abstract

Purpose

The purpose of this article is to find out if a focus on promoting customer loyalty is a supplier’s best strategy for gaining significant immunity against customer desertions and business losses during recessions? And if not, what are the alternatives?

Design/methodology/approach

The authors investigated how loyalty strategies played out in practice in the Indian IT-ITES industry (Information Technology – Information Technology Enabled Services) during the recent global downturn.

Findings

Field interviews with executives of many of the major players in the industry revealed the weakness of their customer loyalty strategy and discovered some useful alternative tactics.

Practical implications

Service providers that successfully navigated the rough recessionary waters relied not on loyalty but their superior information advantage.

Originality/value

Field interviews suggest that hanging on to clients in a recession have less to do with investment in a loyalty strategy and more with the vendor’s superior capabilities – such as an information advantage, agile use of diverse competencies and scale–that enable it to offer the client a superior deal even in a painful business downturn.

Details

Strategy & Leadership, vol. 43 no. 6
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 2 July 2018

Rajasshrie Pillai and Brijesh Sivathanu

This study aims to use the novel approach of applying the behavioural reasoning theory (BRT) to understand the relative influence of reason for and reason against the…

Abstract

Purpose

This study aims to use the novel approach of applying the behavioural reasoning theory (BRT) to understand the relative influence of reason for and reason against the adoption of mobile learning applications (M-learning apps) among information technology (IT) and information technology enabled services (ITeS) employees.

Design/methodology/approach

This study surveys 680 employees of IT and ITeS companies in India to examine the adoption of M-learning apps for learning using the BRT and the primary data analysis was done using the partial least squares-structural equation modelling technique.

Findings

It is found that the context-specific adoption factors for M-learning apps are hedonic motivation, self-efficacy, learning autonomy, ubiquitous and relative advantage, whereas the reasons against adoption of the M-learning apps are traditional barrier, usage barrier and image barrier. It is also found that values of openness to change positively affect the reasons for adoption and do not significantly affect reasons against adoption of M-learning. Values of openness to change affect the attitude towards M-learning apps and attitude affects the adoption intention of M-learning apps for learning.

Research/limitations/implications

This cross-sectional study was conducted only in the Indian IT/ITeS firms and future research can be conducted in other sectors and countries to generalize the results.

Practical implications

This research uniquely highlights the adoption factors both for and against, which should be considered while developing marketing strategies for M-learning apps’ adoption. It is imperative for training managers to consider these factors during the selection of M-learning apps and for designers while designing the M-learning apps.

Originality/value

This study provides new insights towards the use of mobile apps for learning with the employees’ perspective using the BRT theory and it highlights the reason for adoption and reason against adoption of M-learning apps.

Details

Interactive Technology and Smart Education, vol. 15 no. 3
Type: Research Article
ISSN: 1741-5659

Keywords

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Article
Publication date: 9 April 2020

Shreyashi Chakraborty and Leena Chatterjee

The Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper…

Abstract

Purpose

The Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper is to unearth the rationales of the adoption of gender diversity management policies and practices in India, in the absence of laws and regulations.

Design/methodology/approach

Inspiration is drawn from previous studies on diversity management in other national contexts, and a survey methodology was adopted. The lead researcher administered the questionnaires personally to all respondents to ensure that the understanding of the questions is uniform across respondents as gender diversity management is a relatively new concept in India.

Findings

Size of the organisation (number of full-time employees), the influence of external organisations and perceived enhanced organisational flexibility were found to explain the adoption of gender diversity management policies and practices in the Indian IT/ITeS industry. Findings also indicate that Indian subsidiaries of foreign multinationals tend to adopt more gender diversity management policies and practices as compared to Indian-owned organisations.

Research implications

This study provides evidence that organisations do not always enact structures or behaviours in the pursuit of normative rationality and also consider the economic value of them, establishing an organisational agency in adopting legitimated norms or practices. The study also shows that gender diversity management policies and practices are not only dependent on the enactment of laws but also are adopted because of the economic benefit perceived.

Originality/value

Diversity management policies and practices have been mostly studied in national contexts with anti-discrimination laws or affirmative action programs and have been claimed to be a successor of equal employment opportunity (EEO) policies. In the absence of stringent laws to reduce or eliminate discrimination against women employees in Indian workplaces, this study contributes to the literature by determining whether the business case for gender diversity drives the adoption of gender diversity management in the Indian context.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 39 no. 6
Type: Research Article
ISSN: 2040-7149

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Article
Publication date: 15 November 2017

Binita Tiwari and Usha Lenka

Organisations increasingly reduce enterprise costs via cost cutting measures of downsizing/layoffs as a short-term strategy. The purpose of this paper is to illustrate the…

Abstract

Purpose

Organisations increasingly reduce enterprise costs via cost cutting measures of downsizing/layoffs as a short-term strategy. The purpose of this paper is to illustrate the scenario of downsizing in the Indian IT/ITES sector and also identify enablers to develop and engage talent in downsized firms.

Design/methodology/approach

This paper is a general review.

Findings

Despite higher growth rates in the recent years, the IT/ITES sector faces an uncertain future due to economic recession, which has changed the business scenario across the globe. Organisations need to resuscitate employees’ confidence and self-efficacy through psychosocial support mechanisms like professional guidance by an emotionally intelligent leader, capacity-building measures, and continuous learning opportunities. They should prepare scheduled reviews by taking into account individual needs, learning styles, and current work priorities. Provisions for adequate pay, fringe benefits, job security, and healthy working conditions can further enhance morale and motivation of survivors.

Originality/value

This paper contributes to the literature of downsizing in the Indian context. Moreover, it emphasises on the significant roles of communication policies, knowledge sharing, and learning in rebuilding the psychological contract of employees.

Details

Industrial and Commercial Training, vol. 50 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

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Article
Publication date: 23 July 2020

Noopur and Rajib Lochan Dhar

Among the various human resource practices (HRPs), high performance human resource practice (HPHRP) is gaining substantial importance both from academia as well as…

Abstract

Purpose

Among the various human resource practices (HRPs), high performance human resource practice (HPHRP) is gaining substantial importance both from academia as well as industry. Although HPHRP and its work related outcomes have been studied in the previous literature, none have tried to unveil the mediating and moderating factors which strengthen the relationship of HPHRP and organizational innovation (OI). The purpose of this paper is to observe the effect of HPHRP on OI in Indian information technology-information technology enabled services (IT-ITES) sector, where employee competency (EC) is proposed as a mediator and climate for innovation (CI) as a moderator.

Design/methodology/approach

The methodology used for data collection was through survey questionnaires. For a good model fit and empirical validation of the proposed model confirmatory factor analysis was done and SPSS macro, PROCESS was used for further analysis.

Findings

Results showed that HPHRP has an influence on OI wherein ECs mediate the relationship between HPHRP and OI, additionally CI positively mitigates the interaction between HPHRP and ECs.

Originality/value

The present study is the first of its kind which has empirically examined the mediation/moderation interactions between HPHRPs, ECs, CI and OI in Indian IT-ITES sector. The present research has also responded to the calls of previous research by identifying as to how HRPs create a context for innovative performances.

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Article
Publication date: 1 April 2011

Seema Joshi

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…

Abstract

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.

Details

World Journal of Science, Technology and Sustainable Development, vol. 8 no. 1
Type: Research Article
ISSN: 2042-5945

Keywords

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Article
Publication date: 7 August 2017

Girish Balasubramanian and Santanu Sarkar

The purpose of this paper is to delve into some of the key internal and external factors that led to the choice of specific strategies for union revitalization using the…

Abstract

Purpose

The purpose of this paper is to delve into some of the key internal and external factors that led to the choice of specific strategies for union revitalization using the theoretical framework built upon framing perspectives, the strategic action field (SAF), and the strategic choice theory.

Design/methodology/approach

The authors used a stringent definition and corresponding operationalization of trade union revitalization. The present research has been carried out on a registered industrial union within the context of Global South, specifically in India.

Findings

Evidence was found for the trade union adopting a mix of strategies for revitalization, namely, union organizing, social movement unionism, and union restructuring. A mix of both internal and external factors identified informed the choice of revitalization strategies.

Research limitations/implications

Specific limitations include the subjectivity of the inference in spite of taking due precautions, and lack of generalizability of the findings based on a single case study.

Practical implications

A strong identity, coupled with structural vitality and optimum use of resources enables trade unions to frame the need of a strategy for revival in order to counter the strategic action of employers resulting in union revitalization.

Originality/value

The theoretical novelty of this research stems from the amalgamation of collective action frames, SAF, and strategic choice framework to understand the union revitalization in the context of Global South.

Details

Employee Relations, vol. 39 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

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Article
Publication date: 20 February 2017

Rajasekhar David, Pratyush Banerjee and Abhilash Ponnam

The purpose of this paper is to explore various risks that are associated with recruitment process outsourcing (RPO) strategy in the Indian information technology…

Abstract

Purpose

The purpose of this paper is to explore various risks that are associated with recruitment process outsourcing (RPO) strategy in the Indian information technology (IT)/IT-enabled service (ITes) industries.

Design/methodology/approach

Purposeful intensity sampling was used to select respondents from IT/ITes organizations. Twenty-eight respondents were interviewed through face-to-face semi-structured interviews and telephonic interviews. Each interview lasted for approximately 65 min. All interviews were audio recorded with the permission of the respondents and were then transcribed. The data were analyzed with the help of a qualitative technique, thematic analysis.

Findings

Results show that the stakeholders associated with RPO are not satisfied with several issues such as violation of initial contact between the applicant and the potential employer, violation of contracts by the vendor, unfair practices by the vendor, poor quality service provided by the vendor, plausibility that the vendor does not understand the culture of the client organization, inappropriate placement of human resources by the vendor, low morale of the employees and loss of managerial control due to RPO.

Research limitations/implications

Small sample size and qualitative research design reduces the external validity of the findings to certain extent.

Practical implications

Companies deploying RPO should be wary about the plausible negative consequences. This paper offers various solutions to mitigate such risks.

Originality/value

This paper is a novel attempt which details various risks due to deployment of RPO from multiple stakeholder perspectives.

Details

Journal of Global Operations and Strategic Sourcing, vol. 10 no. 1
Type: Research Article
ISSN: 2398-5364

Keywords

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Case study
Publication date: 1 April 2016

Shrihari S Sohani and Biju Varkkey

The case highlights the concern of involuntary attrition in Indian information technology firms. With rapidly changing technology landscape, firms are resorting to…

Abstract

The case highlights the concern of involuntary attrition in Indian information technology firms. With rapidly changing technology landscape, firms are resorting to restructuring exercise resulting in job loss for middle-level professionals. The case focuses the spotlight on the grey area of employment laws and forces a rethink on the applicability of labor laws to the IT/ITES sector. The case encourages discussion on the lack of collectivisation in the industry. It also introduces the concept of self-directed learning as opposed to firm directed learning as essential to remain viable in the knowledge-based labour market.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

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