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The purpose of this paper is to present a qualitative analysis of the significant factors that influence graduate employability in information technology (IT) sector. This is imperative, given the rising “employability gap” confronted by this sector, especially in context of India. The key factors that influence graduate employability have been drawn from the literature. This research paper aims to conduct a preliminary validation of these predictors of employability and analyse the contextual relationship between them through Total Interpretive Structural Modelling (TISM) technique (Nasim, 2011; Sushil, 2012). This technique is an innovative version of Interpretive Structural Modelling proposed by Warfield (1973).

The antecedents of graduate employability have been identified through qualitative analysis of available literature. Further, TISM has been used to derive a structural model and analyse the contextual relationship among these identified antecedents. The structural model has been derived through in-depth interviews with experts that include senior middle management professionals from reputed IT companies in India. The developed TISM model has been further validated through assessment surveys with a larger set of domain experts to enhance the credibility of the obtained results.

Based on the data collected from the domain experts, eight elements including employability and its seven antecedents were hierarchically modelled into four levels. While all the seven identified factors were endorsed by the industry experts as the drivers of employability, some of the key factors affecting employability emerged to be technical specialties knowledge, technology management skills and communication skills. Furthermore, the developed model has been subsequently validated and accepted based on the results of the assessment surveys conducted with a larger set of domain experts.

The findings are expected to help the graduates seeking jobs in IT and allied sectors and the higher education institutions (HEIs) offering academic programmes in this domain. These findings would enable the graduates to understand the significance of the different knowledge/skill areas that influence their employability and increase the chances of securing job. Also, the HEIs can comprehend the developed model to understand the demands of the employers, the rationale behind it and further align their course curriculum/teaching methodologies in sync with their expectations. The developed model should be put to empirical validation for greater reliability.

The qualitative analysis of the antecedents of graduate employability using TISM technique is an original methodological contribution to the field. Though the TISM technique has been used in research studies across different sectors like e-government (Nasim, 2011), higher education (Prasad and Suri, 2011) and flexible manufacturing systems (Dubey and Ali, 2014), the application of this technique to employability in IT sector in India is a novel contribution.

After studying and analyzing this case, students will be able to evaluate the strategic alternatives for growth for a small entrepreneurial business in an emerging market, analyze the trade-offs between maintaining continuity and change in the growth strategy adopted by an organization and synthesize an appropriate growth strategy for managing the trade-off between continuity and change in an organization.

It was late April 2022, and Mohammad Hamza – the founder and marketing head of Engineering & Environmental Solutions (E&E Solutions) – disconnected the call of his sales manager. His mind was fixated on how to craft the strategy for the next phase of the company’s growth. The deadline for their biggest tender was at the end of May 2022. Should he commit all the company’s reserves to this project or pursue global markets? Launched in 2015, E&E Solutions had come a long way from being a start-up with just one product to a full-blown manufacturer and environmental monitoring equipment service provider. Growing pollution and strictness in compliance propelled the demand for environmental monitoring equipment in India, poised to reach $342m by 2025. E&E Solutions leveraged its technological capabilities in Internet of Things and sensors producing low-cost monitoring equipment to gain an edge in an evolving market and bootstrapped its way to almost $5m annual turnover in 2021. However, the last review meeting brought many concerns for the next growth phase. E&E Solutions had so far focused on the domestic market, catering to the demands of private as well as government clients. A significant cause for concern had been the small order size of private players, averaging $2,000 and a lower net margin of 8%. Moreover, the company had been missing out on opportunities to bid for large government contracts owing to stringent bidding credentials required (such as turnover of at least 50%–80% of the project value and previous similar order experience with a range of at least 70% of the project value). Furthermore, the COVID-19 pandemic had stalled their efforts to tap a promising global environmental monitoring market (predicted to be $44bn by 2030). As Hamza and his team sat in their board room for a discussion, they had two alternatives. Either continue focusing on the domestic market, especially the big government contracts (more than $12m order size) or explore the markets in other emerging economies with demand for similar products (such as Middle East and North Africa region) more aggressively. Hamza was, however, wondering if they could do both, for he knew that to qualify for big government contracts, they needed to scale up. He was also getting restless after missing his target of reaching $20m in five years, especially since India’s ecosystem for start-ups and the small business sector had witnessed favorable policies and support from the government. He started pondering how to leverage his organization’s strengths and continuities to achieve the required pace and scale of change. His thoughts wandered around dividing the cash reserves of $500,000 to fuel growth without reducing the R&D budget. After all, R&D has been E&E Solutions’ forte since its inception and has been pivotal in creating its differentiation.

This case study can be used for core strategic management course at the undergraduate and graduate level of management programs. It can also be used in advanced strategy courses like strategic change, entrepreneurship and small business management offered in MBA programs.

Teaching notes are available for educators only.

CSS 11: Strategy

Managing e‐government is invariably managing change. Despite plethora of literature on change management, the rate of success of e‐government projects is dismal, especially in developing countries. Deriving from strategy and change management literature, this paper seeks to present a new approach to strategize for better change outcomes in e‐government domain. A new construct of “continuity” is introduced and proposed to be managed concurrently with change forces to attain better delivery of strategic deliverables in e‐government projects.

Continuity and change forces affecting e‐government domain identified from the literature are statistically validated by conducting an “idea engineering” exercise. For this response from e‐government experts to a structured questionnaire is elicited to validate the forces, which are further modeled in the strategic framework proposed.

Drawing from strategy and change management literature, it is hypothesized that “managing change in e‐government can be better leveraged by consciously and concurrently managing continuity”. Based on expert survey, out of the initial six continuity and eight change forces proposed, only one continuity force has been dropped and the rest are further modeled in the framework. Propositions for future research and implications for policy makers and implementers are highlighted.

Given the low rate of success of e‐government initiatives, especially in developing countries, this framework may serve as an important approach to strategizing in e‐government domain and may be of value to not just the policy makers but also to other stakeholders like project planners, implementers and also the beneficiaries.

The value of this paper lies in the application of the concept of strategic management of continuity and change in e‐government domain; identification of continuity and change forces in e‐government; and proposing a model linking the “constructs of continuity and change” forces with strategic deliverables of e‐government.