Search results

There is a lacuna in research work in terms of understanding how Indian IT organizations can become global brands. Benchmarking has not received much attention in marketing literature due to lack of benchmarking framework, and IT organizations are yet to make progress in benchmarking. The purpose of this paper is to examine the impact of brand strength on global branding by developing a conceptual benchmarking framework for Indian IT organizations.

Semi-structured in-depth interviews are conducted with thirty middle-level managers from two Indian IT organizations, two US-based global IT organizations and one UK-based leading bank, which is a customer of these IT organizations.

Results show a positive relationship between brand strength and global branding, between customer loyalty and global branding, between brand loyalty and competitive advantage and between global branding and competitive advantage. Indian IT organizations can benchmark global IT organizations to improve delivering brand promise, positioning, awareness building and authenticity toward making Indian IT organizations future ready to address the entire breadth of opportunities in the evolving world of cloud and digital.

This research helps managers with a brand strength-based benchmarking framework toward global branding of Indian IT organizations.

IT is instrumental for rapid growth of Indian’s economy. India should optimally utilize its greatest wealth, its human potential, with the latent global demand in IT through building global IT brands.

The originality of the study lies in conducting a qualitative study on global branding of Indian IT organizations and also proposing a conceptual benchmarking framework. The study further validates the model using qualitative analysis.

The information technology (IT) sector has gained prominence since 1990. However, studies on the human resource management (HRM) policies and practices of multinational corporations (MNCs) have been few and far between. In this paper we study the Indian IT sector using both qualitative and quantitative approaches. For the quantitative research design, we used structured measurement tools developed by the Global HRM Project. Data were collected from 36 IT MNCs of Indian and foreign origin (U.S. and European) located in Bangalore and Hyderabad in India. We tested four hypotheses that were verified using the Mann–Whitney test of mean rank. We assessed the flow of HRM practices and the differences in HR practices between Indian and foreign MNCs. For the qualitative design we used an unstructured approach to gather secondary data sources and used anecdotal data gathered over a decade through our interactions with the Indian IT industry. We used the narrative style to show past and current Indian business culture, level of technology, and implications for foreign direct investment in the Indian IT sector. We state two qualitative hypotheses for this part of the research study. We find the current business culture and level of technology of Indian IT MNCs moderately similar to those of foreign MNCs, and more so U.S. MNCs. We find no differences between Indian and foreign MNCs in HRM practices. We assume that the unexpected similarity in international human resource management (IHRM) practices is probably due to: (1) the nature of information technology, (2) closing levels of R&D between Indian and foreign MNCs, and (3) similar business cultures of Indian and foreign MNCs. IT-intensive global organizations are likely get a step closer to global IHRM standardization.

In the global economy, vendor‐managed inventory (VMI) is gradually becoming an important element of supply chain management strategy of organizations. Recently, Indian industries, both large and small, have started adopting VMI for their supply chains. The purpose of this paper is to investigate apparent differences among large and small industries in terms of objectives, drivers, obstacles and impacts of VMI in Indian context.

A survey was conducted to examine organizational objectives, strategic drivers, obstacles and affected operations pursuant to VMI adoption. By reviewing the literature, four hypotheses were formed and tested from the responses.

It is observed that both large and small industries in India have started adopting VMI for improving the business performance. Results clearly indicate that adoption factors are different in large and small industries.

The paper explores current practices with respect to VMI in Indian industries. The analysis would be useful for the developing VMI adoption strategies in Indian context.

Sustainable production (SP) is an efficient and influential approach of production for Indian manufacturing industries as it preserves the social, environmental and economic aspects of production activities altogether. The objective of this research work is to investigate the implementation status of SP practices in Indian manufacturing industries by utilizing empirical survey methodology.

A questionnaire survey methodology was adapted, and the questionnaire was prepared by intense literature survey along with by opinions from experts in the field of SP. This questionnaire was sent to 753 different organizations at different locations across India. This study collected responses from manufacturing industries as per 2021 directory of Confederation of Indian Industries for the duration of 7 week. Top level managers were the target respondents. The study propagated with 242 responses which were observed complete in all respects.

The study identified that though the majority of the organizations are claiming to follow SP practices since long time, they actually are lagging in proper understanding SP practices. Majority of them are implementing it in specific departments in their organization. They are coming across multiple barriers in the implementation of SP practices among which unrecognized financial benefits and lack of proper government policies are prime. The study suggests that the Indian organizations needs feasible framework with adaptable guidelines.

This work is centered towards manufacturing organizations and targets only the leading industrial sectors in India. Thus, the outcomes of this study may not be generalized for all the sectors of Indian industries. Additionally, it can also be assumed that higher number of responses would have contributed to more clear visualization of implementation status of SP practices among Indian industries.

Sustainable approaches in production activities are very lucrative for industries worldwide, due to their advantages. Numerous researchers are also putting their efforts to explore more about various aspects of sustainability. Mostly they are focusing on single or few aspects of SP and its implementation in particular region or country. Very few research works are dedicated to knowing the implementation status of SP in Indian manufacturing industries and they are limited in various aspects. This study presents a dedicated approach to investigate the implementation status of SP practices in Indian manufacturing industries.

The purpose of this paper is to investigate dimensions of employee silence in Indian work context with regard to the supervisors and how job satisfaction mediates the relationship between silence and turnover intention. The study also explores the relevance of superior-subordinate relationship and self-image maintenance perspectives in Indian socio-cultural context to explain and understand the phenomenon of silence in India.

Qualitative (n=55) and quantitative data (n=334, n=314 and n=116) were collected from employees working in private, public and multinational organizations located in northern part of India. Exploratory and confirmatory factor analyses were performed to explore and validate the dimensions of silence behavior among Indian managers and structural equation analysis was carried out to see the meditating role of job satisfaction in the relationship of silence and turnover intention.

Results have indicated the existence of four major dimensions of silence in India namely; fear of retaliation, internal motivation, self-competence and self-image as the possible causes of silence. Further job satisfaction has mediated the effect of silence on turnover intention. This study showed the positive impact of silence on satisfaction which is contrary to the western studies. These results have supported the theoretical arguments developed in this paper in the Indian work context.

The results are useful in understanding the dynamics of silence in Indian organizations as employees might use silence in a strategic manner to regulate their satisfaction and in maintaining their membership with the organization.

The present study is among the first attempts to empirically examine the causes and consequences of employee silence in the high power distance and collectivistic cultural context.

The purpose of this paper is to examine the influence of cognition on knowledge sharing between members of the acquiring and acquired organisations in the post-acquisition integration process. It specifically analyses differentiation between in-groups and out-groups, the perception of organisational identity and interaction among members of the acquired and acquiring organisations and how these three factors affect knowledge sharing.

The authors develop theoretical propositions and conduct an explorative pilot study on the basis of original interview data conducted with ten respondents in four Indian IT companies that have acquired firms abroad.

The authors find evidence for supporting the negative effect of in- and out-groups differentiation and the positive effect of interpersonal interaction on knowledge sharing among employees of the acquired and acquiring organisations. There was indicative, but less compelling, evidence for the negative influence of inter-group competition and the positive influence of perceived shared organisational identity on knowledge sharing. Different from the established view, the authors find that when Indian firms acquire firms abroad, they immediately initiate knowledge flows from the targets rather than going through a long period of integration prior to acquiring knowledge from the targets.

The paper contributes to the scholarly conversation on cognition and knowledge sharing and argues that firms that are located in developing economies and that acquire firms abroad behave in a way somewhat different from what Western literature postulates. This invites for further studies, both theoretical and empirical, to shed light on this phenomenon. The present paper is focused only on one country, India, and on a single industry, the IT industry. It is limited in its empirical part, mainly due to enormous difficulties in getting access to the field.

The study demonstrates how central individuals are to the process of knowledge sharing and the accomplishment of organisational objectives in a post-acquisition context. Managers should understand that the knowledge their employees possess is a strategic asset, and therefore how they use it is influential in attaining organisational goals in general, and acquisition integration objectives in particular. The creation of task- and project-related communities or groups can help in establishing a shared organisational identity, especially after the turbulent event of one company acquiring another one. The creation of communities or groups where socialisation is encouraged can lead to employees interacting with one another and developing a sense of belongingness with the community or group. Over time, this belongingness can translate into a shared organisational identity, which is beneficial for the organisation. The findings suggest that the creation of task- or project-oriented communities and groups is a powerful way to achieve that.

The contribution of the paper is fourfold. First, while macro orientation dominates literature on the growth of the Indian IT industry, this study is conducted at the individual level of analysis, by focusing on managers in acquiring Indian IT firms. Second, whereas studies that have examined cognition and knowledge sharing have done so mainly through social capital lenses, this paper focuses on factors that are based on the inherent tendency of human beings to categorise themselves and other individuals. Third, the paper examines the links between cognition and knowledge sharing in an exciting context, namely, post-acquisition integration. Finally, while research on both post-acquisition integration and knowledge sharing is biased towards a Western context, this study investigates knowledge sharing and post-acquisition integration in the context of a major non-Western emerging economy.

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.

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.

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.

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.

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.

The purpose of this paper is to identify reasons for the enterprise systems adoption, their relevance to the Indian organizations and their relationship with industry and size among the Indian organizations.

Through the content analysis of 12 research papers reasons of enterprise systems adoption have been identified. With the resultant framework of variables, 288 Indian cases have been scanned to identify and contrast adoption reasons in India with other countries. Also through χ2 test their associations have been studied with respect to industry and size among Indian organizations.

All the adoption reasons are present in Indian organizations. All the adoption reasons are indifferent to the industry of organization. Similarly it is found that all the adoption reasons but one is indifferent to the size of organization. Only organizational change is found to be significantly related with the size.

The scope of study is limited to the Indian organizations that have implemented enterprise systems software. All the manifest variables have been marked with only two values 0 for absence and 1 for presence while omitting the information on relative strength. There is potential possibility of bias toward ES implementation benefits and relative comfort in implementing the target vendor's product. This research has utilized secondary data that might not have been created to address the current problem therefore may be limited in relevancy and accuracy.

Adoption motivations are a good starting point to see the need for the ES. Occurrences of adoption motivations advocate the change in the application infrastructure. Following 12 motivations for the adoption of ES have been identified in the literature review. Moreover they have not varied much with respect to the size and industry of the organizations. However, some factors are showing stronger presence in Indian context than the global counterparts and some are showing weaker presence.

Content analysis of the literature review has resulted in 12 reasons for the enterprise systems adoption after three iterations. These variables have been explained with the help of literature. Second, component of this research studies the relationship of these variables with industry and size among Indian organizations. It is established that enterprise systems are being adopted globally for the identical reasons. These reasons are also almost uniform with respect to industry and size of the Indian organizations.

The purpose of this paper is to explore the phenomenon of burnout during early career among knowledge workers in information technology (IT) services industry in India.

The grounded theory research design was used to explore the research phenomenon. The study was based on the analysis of 43 in-depth interviews from the employees, managers and human resource professionals in IT services industry in India. Purposeful and theoretical sampling designs were used to locate the participants for the study. Grounded theory analytical procedures – open, axial and selective coding – were used to analyze and interpret the interview narratives. Atlas ti version 5.0. was used for qualitative data analysis.

The analysis of the interviews with the young knowledge workers reveal the following as the reasons for their burnout during early career: poor integration with the job and the organization at large, underemployment, stressful job and exhausting work environment, fear and insecurity of replacement of talent and downsizing. Strategies are discussed to deal with burnout situations among the young knowledge workers for individual and organizational well-being.

The findings of the study are applicable to organizations such as the IT services industry and thus the research outcome cannot be generalized. The study includes lived experiences of employees only during their early career.

The findings are relevant and useful in the practice domain as they are grounded in field reality. It provides directions for managerial and organizational practices in preventing burnout in early career among knowledge workers.

The paper is original and the present study is among the first attempts to investigate the nature of burnout through qualitative inquiry.