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Article
Publication date: 8 August 2016

Surabhi Verma and Som Sekhar Bhattacharyya

Understanding the circumstance of an emerging market is often difficult, but technologies, such as internet of things (IoT), big data analytics (BDA), cloud computing…

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Abstract

Purpose

Understanding the circumstance of an emerging market is often difficult, but technologies, such as internet of things (IoT), big data analytics (BDA), cloud computing (CC), are helping usher in an era in which understanding could be better and more quickly achieved. These technologies could also play a big role in enabling IT revolution in the developing nations to help companies’ market products and services billions of consumers at bottom of the pyramid (BOP). The aim of this paper is to build a conceptual interface of IoT, personal digital assistant (PDA), BDA and CC and the opportunities sprouting from such technologies.

Design/methodology/approach

This is a review paper.

Findings

Emerging technologies could allow us to study large population of BOP and social workgroups in near-real time to predict individual and group behaviors, coordination challenges, team social dynamics, and performance outcomes. Organizations will be able to find the differences between stated versus revealed preferences by tracking data on mobile applications, social media engagement, purchasing, and consumption. Social network studies could examine the dynamics of formal and informal networks as they form and evolve, as well as their impact on individual, network, and organizational and social behaviors. High-volume but granular data from emerging technologies could tell more about the social behaviors in BOP than current data-collection methods allow and have the potential to transform management theory and practice serving BOP markets. This will have a profound effect in the BOP markets and firms’ engagements.

Originality/value

This is the first attempt to integrate IoT, BDA and CC with micro-foundations of strategy.

Details

Strategic Direction, vol. 32 no. 8
Type: Research Article
ISSN: 0258-0543

Keywords

Content available

Abstract

Details

Strategic HR Review, vol. 16 no. 5
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 5 October 2020

Som Sekhar Bhattacharyya and Shreyash Thakre

The Indian automotive industry was witnessing a transition from conventional vehicles to greener battery-operated electric vehicles (EVs). However, the acceptance of these…

Abstract

Purpose

The Indian automotive industry was witnessing a transition from conventional vehicles to greener battery-operated electric vehicles (EVs). However, the acceptance of these EVs was still muted and brought significant challenges for the industry. Literature regarding the adoption of EVs was scarce in the Indian context. It was thus imperative to explore and comprehend the distinct perceptions of industry managers and consumers regarding the adoption of EVs in India. The purpose of this study is to comprehensively analyze the entire Indian EVs ecosystem to address this research gap.

Design/methodology/approach

The authors carried out an empirical investigation starting with a structured literature review to identify the researchable gaps. Subsequently, the authors conducted semi-structured open-ended interviews with 38 experts including automotive industry experts and EV consumers. The authors further performed a thematic content analysis of the expert interview responses to document critical insights regarding the adoption of EVs.

Findings

The authors identified 11 key factors influencing the adoption of EVs in this study. The vital considerations regarding the availability of charging technologies, its associated selection dilemma, emerging business models and public policy support were presented and discussed. Market penetration of EVs was found to be influenced mostly by the choice of charging technology. Further, the switching intention of consumers was deliberated upon to highlight the specific technological and psychological preferences of consumers. The accessibility of charging stations emerged as the most influential factor. The research findings indicated that harmony among stakeholders was missing in the Indian EVs ecosystem. Instead, there were discrete efforts by organizations. The EVs ecosystem required collaboration for improved adoption of the EVs. Further, the necessity to rectify the chaotic charging infrastructure in the country was highlighted as a major pain point for customers to adopt EV.

Research limitations/implications

This study theoretically contributed to push–pull–mooring (PPM) framework for understanding the adoption of EVs in India. This enabled the authors to extensively analyze consumers’ psychological and technological considerations regarding their switching intention toward EVs.

Practical implications

The findings of this study would help managers in decision-making toward the establishment of charging infrastructure involving multiple considerations such as the accessibility of charging, multi-dimensional competence at charging stations and servicing capabilities. Managers could also use the insights from this study to secure supportive recommendations for improving the overall EV infrastructure. The results of this study would benefit policymakers to set strategic directions through an integrated view of the entire EVs ecosystem involving management of bus and taxi fleets, two-wheelers and three-wheelers and such others.

Originality/value

Generally, in extant research, either firm managers’ or customers’ perspectives are considered separately. This study deliberated upon the PPM framework and switching intention accommodating both the industry and consumers’ perspectives. To the best of the authors’ knowledge, this was, thus, one of the first research articles which integrated insights from both the industry and consumers. This established the PPM framework for understanding the adoption of EVs. Further, it helped in comprehending the specific technological and psychological preferences of consumers regarding switching intention toward EVs.

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Book part
Publication date: 16 July 2018

Som Sekhar Bhattacharyya and Sumi Jha

Abstract

Details

Strategic Leadership Models and Theories: Indian Perspectives
Type: Book
ISBN: 978-1-78756-259-2

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Article
Publication date: 9 July 2021

Som Sekhar Bhattacharyya

The purpose of this study is to ascertain how corporate social responsibility (CSR) managers are justifying the adoption of automation technologies in India, which is…

Abstract

Purpose

The purpose of this study is to ascertain how corporate social responsibility (CSR) managers are justifying the adoption of automation technologies in India, which is simultaneously creating job loss.

Design/methodology/approach

Indian firms to become and maintain superior levels of competitiveness in the marketplace had initiated the adoption, as well as usage of automation technologies such as robotics, additive manufacturing, machine learning and others. Such firm initiatives led to job loss in communities where the firm had a presence with its plants and offices. CSR managers primarily engaged with communities to undertake firm CSR initiatives. Job creation and its continuance have been a sacred component in this narrative. The adoption of automation technologies had altered this point of conversation. CSR managers had to justify both organizational actions from a firm perspective and reconcile the same to the community leaders. In this research, an exploratory study was conducted with a semi-structured open-ended questionnaire with 28 CSR experts. Data was collected through personal interviews and the data was content analysed based upon thematic content analysis.

Findings

The results indicated that CSR managers rationalized the adoption of automation technologies from a push-pull-mooring (PPM) perspective from a firm centric point of view. While for justification from a community (social) centric perspective, dominantly system thinking with fair market ideology than normative justification, utilitarian rather than deontological thinking (DT) and organizational economic egoism (OEE) rather than reputational egoism was applied.

Research limitations/implications

The study applies the theories of the PPM perspective from a firm centric point of view. While for community-based theoretical justification – system thinking with fair market ideology than normative justification, utilitarian rather than DT and OEE rather than reputational egoism was used.

Practical implications

This study finding would help CSR managers to undertake community activities while their firms are adopting and implementing automation technologies that are creating job loss in the very community their firms are serving. Mangers would get insights regarding the steps they should undertake to create harmony.

Originality/value

This is one of the first studies that delve regarding how CSR managers are justifying the adoption of automation technologies in India, which is simultaneously creating job loss. Theoretically, this study is novel because the study question is answered based upon the adoption of automation technologies from a PPM perspective from a firm centric point of view. While, for justification from a community (social) centric perspective, dominantly system thinking with fair market ideology than normative justification, utilitarian rather than DT and OEE rather than reputational egoism was applied.

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Article
Publication date: 30 August 2021

Som Sekhar Bhattacharyya

The purpose of this paper was to ascertain how social entrepreneurs were required to recognize their new ventures’ scope and scale of operations. The firm boundary was…

Abstract

Purpose

The purpose of this paper was to ascertain how social entrepreneurs were required to recognize their new ventures’ scope and scale of operations. The firm boundary was based upon two dimensions, namely, the scope of the offering and its scale. The objective of this research was to ascertain the thinking regarding this of social entrepreneurs engaged through technology-based social entrepreneurship (TBSE).

Design/methodology/approach

This study conducted an in-depth interview of 26 technology entrepreneurs engaged in social entrepreneurship ventures in India. The interview was carried out based upon a semi-structured open-ended questionnaire. This study undertook thematic and relational content analysis to develop a model of technology-based social entrepreneurs’ venture scoping and scaling.

Findings

This study found that the antecedent variables were the level of support perceived by social entrepreneur from government and at the industry level. Furthermore, the variables’ entrepreneurial and market orientation of social entrepreneurs were found to be the independent variables. These four variables in turn determined the explorative and exploitative horizon of the technology-based social entrepreneurs. Finally, an interplay of these variables ascertained the perspectives of social entrepreneurs engaged in TBSE regarding the notion of their firm’s scope and scale.

Research limitations/implications

The theoretical insights developed in this research study provided an integrated theoretical perspective accommodating both environmental perspectives (industry support and government support) and organizational perspectives (entrepreneurial and market aspects). This was in context of TBSE.

Practical implications

The insights from this research study could provide a robust and comprehensive understanding to social entrepreneurs regarding the strategic thinking towards scale and scope for a technology-based social venture.

Originality/value

To the best of the author’s knowledge, this study was one of the first theoretical works in TBSE towards scaling versus scoping perspectives.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

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Case study
Publication date: 1 April 2011

Mani Madala, Jha Sumi and Bhattacharyya Som Sekhar

Organizational behavior, leadership, strategic management.

Abstract

Subject area

Organizational behavior, leadership, strategic management.

Study level/applicability

This case can be used at Master's level management students as well as for executive education programmes. The case can be used to teach courses like organizational behavior, leadership and strategic management.

Case overview

Mumbai Rail Vikas Corporation (MRVC) had been established with a purpose of catering the rail transportation requirement of Mumbai, the economic capital of India. After its establishment in the year 1999, commuters were hopeful but very less development and improvement was reported for six years. Mr P.C. Sehgal took over as Managing Director of MRVC in the year 2005. The primary task of Mr P.C. Sehgal was to implement the rail development plan proposed by Mumbai Urban Transport Project within the deadlines. Implementation of the given plan had various challenges and required high degree of coordination with different stakeholders (like Government of Maharashtra, Central Railway, Western Railway, etc.). It also required taking important decisions to move work fast and dealing with media and public pressure.

Expected learning outcomes

The case would instigate students to delve on the aspects of leadership and how the leader brings about change. The students would also get to know the challenges a leader face when he takes charge of an underperforming but critically important organization. Further the students are also exposed to the context of organizational management where the organization is trapped in a web of relations with conflicting stakeholders.

Supplementary materials

Teaching note.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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Article
Publication date: 9 May 2018

Som Sekhar Bhattacharyya

The purpose of this paper is to propose a conceptual real options theory framework for the firms to use options to mitigate both investment risks and retention of the…

Abstract

Purpose

The purpose of this paper is to propose a conceptual real options theory framework for the firms to use options to mitigate both investment risks and retention of the trained human resources.

Design/methodology/approach

This conceptual paper is built with logical argumentation.

Findings

The growth of IT firms has created a demand for quality IT industry employees in substantive quantity in India. IT firms provide training and development (T&D) inputs for developing better skills of employees for better employee and superior firm performance. T&D input requires firm investment. It also creates enhanced market demand for the trained employee. High growth area like IT firms not only competes for market but also for employees. A trained employee might leave the firm that provided the training to join a rival firm which offers relatively better salary, a catch -22 situation. This paper develops a real options-based framework for strategic human resource management (HRM).

Research limitations/implications

This work integrates the theory of real options and strategic HRM.

Originality/value

This conceptual work is one of the first attempts to use real options theory on strategic HRM.

Details

Industrial and Commercial Training, vol. 50 no. 5
Type: Research Article
ISSN: 0019-7858

Keywords

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Case study
Publication date: 26 March 2018

Sumi Jha and Som Sekhar Bhattacharyya

This case can be used in courses on strategic management for second year masters’ level management students (with a focus on strategic analysis of internet-based business…

Abstract

Subject area

This case can be used in courses on strategic management for second year masters’ level management students (with a focus on strategic analysis of internet-based business models in India) and entrepreneurship (with a focus on business growth). The primary focus of the case is how an internet-based business model in the food industry took shape.

Study level/applicability

The case enumerates how strategic analysis can be performed to analyze the firm based on topics such as the analysis of the mission and vision of Holachef based on the Ashridge mission model, examining strategy with Mintzberg’s 5Ps of strategy, performing a PESTLE analysis of HolaChef, evaluating Holachef with Porter’s industry analysis, performing Value net analysis for Holachef, examining Holachef’s business with strategy group analysis, examining the roots of core competencies of Holachef and explaining Holachef’s resource and capabilities with the valuable, rare, inimitable, non-substitutable (VRIN) Framework.

Case overview

Saurabh Saxena and Anil Gelra co-founded Holachef, “a restaurant in cloud” in March 2014. In a city like Mumbai, there are many households where both partners work; this had led to difficulties for people finding time to prepare food at home. Holachef is an online delivery platform which aggregates chefs for home-like multiple cuisine preparation. Holachef’s vision is to satisfy the need for homemade healthy food. The three pillars of Holachef to provide such food are technology (orders are taken through a website, mobile application and phone calls), food (enlisted chefs on the website) and logistics. The food prepared by chefs is assembled at different distribution centres and routed to customers. The efficient logistics and storage system maintain the quality of food. These pillars help Holachef to serve customers with efficiency at affordable prices.

Expected learning outcomes

Performing strategic analysis from both an industrial organization theory and resource-based view (RBV) perspective with VRIN framework. This is in the context of online business models in a digitizing India. Entrepreneurial strategy concepts and challenges faced by entrepreneurs in an online business.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Article
Publication date: 30 November 2020

Som Sekhar Bhattacharyya and Surabhi Verma

Business firms operate in society not only for market gains but also for generating positive social externalities. Civil society organisations (CSO) have helped society to…

Abstract

Purpose

Business firms operate in society not only for market gains but also for generating positive social externalities. Civil society organisations (CSO) have helped society to develop across various spheres of influence. The concept of corporate social responsibility (CSR) ushered in an era wherein both business economic objectives as well as socio-environmental responsibilities of firms were prioritized simultaneously. The path of firms and CSOs intersected through CSR. In this work, the authors develop a typology on firm–CSO collaboration regarding CSR initiatives.

Design/methodology/approach

The authors through a twin approach of systematic literature review (SLR) with qualitative study developed a categorization of collaborations between a firm and a CSO in the context of CSR engagements. Apart from the SLR, the authors undertook two focus group discussions (FGD) with CSR experts (engaged in firm–CSO collaboration). This was done with a semi-structured discussion agenda frame. The data were content analysed for thematic aspects. Thus, both SLR as well as FGD outputs were considered for the study results.

Findings

The authors found six elements in firm–CSO collaboration and seven archetypes of collaboration. The six elements were CSR action elements (CSRAE) consisting of CSR agenda (CSRA), CSR resources (CSRR), CSR capabilities (CSRC), CSR Pprocess (CSRP), CSR monitoring (CSRM) and CSR stakeholder engagement (CSRSE). The seven typologies were CSO as auditor , outsourcing of CSR , CSO-driven CSR, joint CSR, support to CSO for CSR ,guided support to CSO and coordinated CSR.

Research limitations/implications

Doty and Glick, (1994) had undertaken a seminal work on theory building based upon the unique method of application of typologies. Doty and Glick, (1994) elucidated how application of typologies could through a typology study enhance the scope and level for understanding and modelling in a contextual domain involving theory. This study was a step in this direction in the context of firm–CSO collaboration in the context of CSR initiatives.

Practical implications

This study would help managers from both CSOs and business firms to comprehend in which sphere they were required to collaborate like in resource /capabilities deployment or in designing CSR agendas or CSR process or CSR monitoring or in stakeholder engagement during CSR management. This typology would enable managers to comprehend what would be the most suitable form of collaboration between a firm and a CSO for a specific CSR engagement.

Originality/value

This is one of the first studies that theorizes regarding firm–CSO collaboration in the context of CSR initiatives both in terms of the collaboration building block elements as well as typology presented.

Details

World Journal of Entrepreneurship, Management and Sustainable Development, vol. 16 no. 4
Type: Research Article
ISSN: 2042-5961

Keywords

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