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Article
Publication date: 2 August 2019

Aswini Kumar Mishra, Anil Kumar and Abhishek Sinha

Though Indian economy since 1980s has expanded very rapidly, yet the benefits of growth remain very unequally distributed. The purpose of this paper is to provide new evidence…

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Abstract

Purpose

Though Indian economy since 1980s has expanded very rapidly, yet the benefits of growth remain very unequally distributed. The purpose of this paper is to provide new evidence about the shape, intensity and decomposition of inequality change between 2005 and 2012. The authors find that Gini, as a measure of income inequality, has increased irrespective of geographic regions.

Design/methodology/approach

Based on a recent distribution analysis tool, “ABG,” the paper focuses on local inequality, and summarizes the shape of inequality in terms of three inequality parameters (α, β and γ) to examine how the income distributions have changed over time. Here, the central coefficient (α) measures inequality at the median level, with adjustment parameters at the top (β) and bottom (γ).

Findings

The results reveal that at the middle of distribution (α), there is almost the same inequality in both the periods, but the coefficients on the curvature parameters β and γ show that there is increasing inequality in the subsequent period. Finally, an analysis of decomposition of inequality change suggests that though income growth was progressive, however, this equalizing effect was more than offset by the disequalizing effect of income reranking.

Research limitations/implications

This paper shows how it can be possible both for “the poor” to fare badly relatively to “the rich” and for income growth to be pro-poor.

Practical implications

This paper stresses the significance of inequality reduction.

Social implications

Inequality reduction is very much imperative in ending poverty and boosting shared prosperity.

Originality/value

Perhaps, this research work is first of its kind to examine the shape and decomposition of change in income inequality in India in recent years.

Details

Journal of Economic Studies, vol. 46 no. 3
Type: Research Article
ISSN: 0144-3585

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Article
Publication date: 11 October 2021

Abhishek Kumar Sinha, Aswini Kumar Mishra, Manogna RL and Rohit Prabhudesai

The objective of the study is to analyse the impact of research and development investment on the firm performance of “small” scale firms vis-a-vis “medium”-scale firms.

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Abstract

Purpose

The objective of the study is to analyse the impact of research and development investment on the firm performance of “small” scale firms vis-a-vis “medium”-scale firms.

Design/methodology/approach

The dataset comprised of a balanced panel of 486 research and development conducting Indian manufacturing small and medium enterprises, constructed for the period of 2006–2017. Fixed Effects, Random Effects Model and Hausmann test were used to analyse the determinants of firm performance in manufacturing small and medium enterprises in India.

Findings

It was found that from firms’ research and development (R&D) investments in terms of performance could be attained if simultaneously internationalisation and higher capital intensity could be achieved.

Practical implications

Managers could pay specific attention to the antecedents of firm performance and calibrate their R&D investment, internationalisation efforts and capital intensity simultaneously to achieve higher growth and productivity. For policymakers, the results provide an insight into how the firms in both categories could be differently incentivised, such that resources are better utilised.

Originality/value

The study analysed the determinants of firm performance in small and medium-sized firms at a disaggregate level as well as at a sectoral level using fixed effects, random effects and lagged effects to arrive at novel results, which have important implications for their competitiveness.

Details

International Journal of Productivity and Performance Management, vol. 71 no. 6
Type: Research Article
ISSN: 1741-0401

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Case study
Publication date: 6 December 2023

Abhishek Sinha, Ranajee Ranajee and Sanjib Dutta

This case study is designed to enable students to analyze the competitive landscape of a business impacted by technological disruption; evaluate the viability of an organic growth…

Abstract

Learning outcomes

This case study is designed to enable students to analyze the competitive landscape of a business impacted by technological disruption; evaluate the viability of an organic growth strategy using stakeholder analysis; evaluate the revenue and cost structure of Apollo 24/7 and decide on the future investment strategy; and analyze funding strategies of traditional hospitals versus pure digital players.

Case overview/synopsis

To extend its reach, Apollo Hospitals Enterprise (Apollo Hospitals), a leading private sector brick-and-mortar hospital chain in India known for using state-of-the-art technology, launched a unified virtual mobile platform Apollo 24/7 in February 2020, 45 days into the COVID-19 pandemic. The management believed that the digital platform had a unique ecosystem that could not be replicated. The analysts were optimistic about the impact of the decision on the future performance of Apollo Hospitals, as it was expected to lead to higher penetration and increased revenue. They also anticipated the unlocking of value, as and when the venture capitalist (VC) would invest in Apollo Hospitals. However, with increasing operating expenses on account of burgeoning technological and marketing expenses, things did not seem to go going as planned. Three years later, in February 2022 after the Q3 of financial year 2023 results. Suneeta Reddy, the company’s managing director found herself pondering whether the digital platform could boost Apollo Hospitals’ profitability in addition to expanding its reach and increasing affordability when the company missed the analyst estimates. In India, which was then the second most populous country, “incremental access” and “affordability” were what mattered to the patients, However, for the investors and analysts, it was quarter-on-quarter performance. The change in the macroeconomic environment stalled the company’s plan of raising money from VCs.

Furthermore, the financing dilemma also plagued Reddy. She knew there was a difference between financing for conventional businesses that for digital businesses. She also had to take decide between short-term profitability with which investors were obsessed versus long-term sustainability, which involved taking care of stakeholders’ interests.

Complexity academic level

This case study is basically aimed at postgraduate courses and executive management courses.

Supplementary materials

Teaching notes are available for educators only.

Subject Code

CSS11: Strategy.

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Article
Publication date: 4 March 2022

Rohit Prabhudesai, Nitin Pangarkar, Ch V.V.S.N.V. Prasad and Abhishek Kumar Sinha

This paper aims to fill a gap in the authors’ understanding of alliance-level and the partner-level alliance performance by analysing the influence of behavioural factors for…

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Abstract

Purpose

This paper aims to fill a gap in the authors’ understanding of alliance-level and the partner-level alliance performance by analysing the influence of behavioural factors for alliances formed by SMEs. Prior studies on the topic have arrived at inconclusive results. This study plugs gaps in prior studies' approach such as deployment of inconsistent performance measures, and omission of contingent factors.

Design/methodology/approach

The survey method was used to collect responses about 86 alliances of Indian SMEs. The data were analysed using PLS-SEM technique.

Findings

Two relationship capital variables – Trust and Commitment – were found to have differential influence on the two levels of SME alliance performance, and their influence was mediated by the presence of two exchange climate variables – Communication and Conflict.

Research limitations/implications

Since the study employs perceptual measures of performance, it is subject to the limitations of these measures. Similarly, given the relatively small sample size on which analyses were based, the results may need to be replicated in order to generalize the findings.

Practical implications

The study tested a comprehensive model for alliance and partner performance in the context of SMEs. The study's results may be particularly useful to managers of SMEs for focusing on the key factors that influence alliance performance as well as their performance.

Originality/value

The model tested in the study is comprehensive and also accounts for the subtleties about the impact of the two key types of behavioural factors – Relationship capital and Exchange climate – on alliance and partner performance.

Details

International Journal of Productivity and Performance Management, vol. 72 no. 6
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 13 May 2021

Aswini Kumar Mishra, Abhishek Kumar Sinha, Abhijeet Khasnis and Sai Theja Vadlamani

This paper aims to analyse the impact of innovation on the productivity of firms in India using the data from the World Enterprise Survey. This paper first classifies three…

392

Abstract

Purpose

This paper aims to analyse the impact of innovation on the productivity of firms in India using the data from the World Enterprise Survey. This paper first classifies three different types of innovation measures then further analyses their relation with the productivity of the firms.

Design/methodology/approach

The methodology used for this study has incorporated the structural Crépon-Douget-Mairesse (CDM) model wherein productivity is measured using both the innovation inputs and the innovation outputs. Three main equations have been used to quantify this relation includes the knowledge intensity function, innovation function and the productivity equation.

Findings

Findings indicate that decision to invest in research and development (R&D) is influenced negatively by financial obstacles and trade obstacles and positively influenced by telecommunication obstacles, government obstacles and the size of the firm in India. Similarly, financial obstacles and the size of the firm are affecting the firm’s research expenditure per employee. Also, financial obstacles seem to hinder the research intensity and larger firms seem to have higher research intensity. The size of the firm contributes significantly to product innovation. However, R&D spending seems to be negatively related to the innovation outcome. The findings relating to productivity shows neither product nor process innovation outputs, independently are not contributing significantly to the productivity of firms. However, product and process innovation, together serve as innovation outputs is a significant contributor to firm productivity. On the other hand, organisational innovation contributes significantly to the productivity of the firms in a negative manner.

Originality/value

The findings relating to productivity shows neither product nor process innovation outputs, independently are not contributing significantly to the productivity of firms (which has been measured by sales per worker is impacted by the capital and the labour inputs). However, product and process innovation, together serve as innovation outputs is a significant contributor to firm productivity. On the other hand, organisational innovation contributes significantly to the productivity of the firms in a negative manner. The reason could be due to the fact that the definition of organisational innovation incorporates both dissolutions and mergers.

Details

International Journal of Innovation Science, vol. 13 no. 5
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 5 September 2020

Manogna R L, Aswini Kumar Mishra and Abhishek Kumar Sinha

The preference of firm internationalization is shaped by different groups of owners and the institutional environment in which the firm operates. Past studies have largely ignored…

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Abstract

Purpose

The preference of firm internationalization is shaped by different groups of owners and the institutional environment in which the firm operates. Past studies have largely ignored the heterogeneity among the controlling groups in influencing the internationalization decision in emerging economy firms.

Design/methodology/approach

In this study, the authors draw understanding from behavioral risk perspective and institutional theory to inspect the risk perceptions and propensities of various ownership groups such as lending institutions, domestic mutual funds and foreign institutional investors (FIIs). Empirical analysis was conducted from a sample of 2695 unique BSE-listed nonfinancial Indian firms during 2005−2019 period using Tobit panel regression analysis.

Findings

The findings reveal that firms' international investments are impacted differently by ownership share of different types of institutional investors after controlling for firm-level resources and capabilities. While lending institutions and FIIs are supportive of foreign investments by firms, domestic mutual funds are not supportive of this strategic decision on foreign investment.

Research limitations/implications

Further, our results show that family ownership, measured in terms of family shareholding, negatively moderates the lending institutions toward internationalization and does not impact the FIIs and mutual fund investor's decision regarding the foreign investments.

Originality/value

To the best of the author's knowledge, the current paper is the first to address the risk perceptions of various ownership groups on firm's international outlook in an emerging economy context with the latest data. This practical perspective helps the organizations in managing the ownership holdings.

Details

Journal of Strategy and Management, vol. 14 no. 1
Type: Research Article
ISSN: 1755-425X

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Article
Publication date: 9 November 2018

Miralem Helmefalk and Adele Berndt

Retail stores are required to provide a stimulating in-store experience for customers and do this by developing various strategies. One strategy implemented by retailers is the…

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Abstract

Purpose

Retail stores are required to provide a stimulating in-store experience for customers and do this by developing various strategies. One strategy implemented by retailers is the use of sensory cues to encourage consumers to engage with the environment and the products on display and available for purchase. Conducted in a lighting department, the purpose of this paper is to consider how retailers can employ a multisensory cue, which is formed by combining three single cues to positively impact consumer behaviours – specifically time spent, touching and purchase.

Design/methodology/approach

The study comprised an experimental design, which implemented single congruent visual, auditory and olfactory cues that formed a multisensory cue. Consumer behaviour outcomes of these cues were measured using objective measures.

Findings

The results show that a multisensory cue impacts time spent and purchasing, but no evidence of it affecting touching was noted. In the case of the single cues, auditory and scent cues impacted time spent, but their effect was not to the extent of the multisensory cue, which was superior.

Research limitations/implications

The study focussed on one product category within a general furnishing store, thus limiting the extent to which the findings can be generalised.

Practical implications

The effect of a multisensory cue exceeded that of single cues, emphasising the need for retailers to consider and develop a multisensory retail environment.

Originality/value

While research into the effect of single cues on consumer behaviours has shown positive effects, research into a multisensory cue, especially in a real-retail setting, is relatively scarce.

Details

International Journal of Retail & Distribution Management, vol. 46 no. 11/12
Type: Research Article
ISSN: 0959-0552

Keywords

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Case study
Publication date: 6 August 2018

Priyanka Premapuri and Vishal Gupta

The case describes the dilemma faced by Meera Nair, chief manager at PhoenixWay – a consultancy firm that has successfully grown over the years. There is a silent conflict in the…

Abstract

The case describes the dilemma faced by Meera Nair, chief manager at PhoenixWay – a consultancy firm that has successfully grown over the years. There is a silent conflict in the personalities, work styles and attitude of Meera Nair and Mohit Dubey, her contemporary looking after client relationships. Nair finds inconsistencies in the words and actions of Dubey that have started to impact the work and motivation of her team. Her unsuccessful attempts to draw the attention of their boss Shekhar Sinha to these variances have left her unsure and demotivated. Sinha overlooks Dubey's fallacies and shows no signs of paying attention to the discrepancies and contradictions.

Details

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

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Case study
Publication date: 9 February 2015

Vaibhav Bhamoriya and Abhishek

Ashutosh Sinha is managing VIMPL as rural distribution business involving Villgro stores and village level entrepreneurs (VLE). After spending two years in evolving the business…

Abstract

Ashutosh Sinha is managing VIMPL as rural distribution business involving Villgro stores and village level entrepreneurs (VLE). After spending two years in evolving the business model which provides sustainable products to improve rural livelihood, he has recently started selling FMCG products through VIMPL network. As he decides to expand the business, he has to make choices about strategic path of horizontal expansion versus vertical expansion. The expansion decision is also linked with choosing the right type of VLEs. The case provides detailed description of VLE operations and examines the challenges in building last mile delivery models using entrepreneurs.

Details

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

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Case study
Publication date: 28 July 2017

Sujo Thomas, Abhishek, Sanket Vatavwala and Piyush Kumar Sinha

BigBasket.com, an online supermarket established in December 2011 in Bangalore, India, had become one of the major players in the Indian online grocery market by the end of March…

Abstract

BigBasket.com, an online supermarket established in December 2011 in Bangalore, India, had become one of the major players in the Indian online grocery market by the end of March 2016.1 Run by Innovative Retail Concepts Private Limited, BigBasket.com was operating in more than 23 cities across the country in 2016. The online grocery market in India was in a stage of growth and transformation, fuelled by India's large urban population who sought a lifestyle of convenience and ease. It had also attracted many entrepreneurs who competed fiercely with each other in a market characterised by thin margins. Intense competition ensured that only a few companies were able to survive and sustain themselves. One of these companies was Big Basket, which succeeded in spite of the competition, attracting Series Da funding worth USD 150b million from the United Arab Emirates-based Abraaj Group in March 2016.2

Details

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

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