Congratulations to IFMR GSB’s PhD Scholar Ameesh Samalopanan and Prof Vijayalakshmi Balasubramaniam for their papers winning big at two different conferences!
Their conference paper “Defining Dignity at Workplace: A Step Closer Towards Responsible Management”, won this year’s Eastern Academy of Management Conference (EAM) ‘Best Doctoral Paper’ award. The EAM conference was hosted virtually last week.
In addition to this, their second paper – ‘How Indian Managers Define Dignity at Workplace: Exploratory Study on Indian Financial Sector’ – will be presented at the upcoming European Academy of Management Conference (EURAM 2021) next month.
Author(s):Dr. Vijaya Chebolu-Subramanian, Associate Professor IFMR GSB , Krea University; Torsha Chakravorty, Research Associate Indian School of Business; Rakesh Nigam, Professor, Madras School of Economics (MSE) and Swagata Mukhopadhyay, Madras School of Economics (MSE)
We evaluate lying in school children across age groups with different gender compositions in the presence and absence of peers and incentives. We find (i) significant peer and incentive effects on younger children (ii) lesser lying tendencies in an all-girl’s group at a younger age (iii) Effect of incentives independent of gender composition.
Key Words: unethical behavior, lying, incentives, gender differences, peer effects, field experiments
Author(s):S Raghu Raman (Professor IFMR GSB , Krea University) and V Anantha Nageswaran (Member, PM’s economic advisory council and ex-Dean IFMR GSB)
Studies show that bringing in simple practices related to target setting, establishing incentives and monitoring performance can bring about substantial improvements in productivity, sales growth and reduction in product defects of MSMEs. Training entrepreneurs obviously appears to be the most time-tested and feasible intervention to bring about such a change. But are these training initiatives possible? What impact would it have on the entrepreneurs? What challenges would private entities face in conducting such training programs? To answer these questions, a training initiative in Tamil Nadu by Poornatha was examined. The program titled ‘Journey in Joy’ (JnJ) offered business skills training for 27 entrepreneurs in the Southern districts of Tamil Nadu. For this study, data was collected from a survey of all the participants, in-depth interviews conducted with the founder, trainers and 10 participants of the program. Also, data was collected from secondary sources including program content booklets, worksheets and exercises, written and video feedback of participants and business plans that the entrepreneurs had developed as a part of the program. Results from this study point out to a significant shift across entrepreneur mindsets, capabilities and enterprise performance. In short, the program has successfully demonstrated that a customized, impactful and low-cost training program for entrepreneurs is feasible.
Key Words: Entrepreneurship, training effectiveness, MSMEs, entrepreneur mindset
Author(s):Prof. N.Chandrasekaran, IFMR GSB
The case on Super Auto Forge Ltd (SAF) is focused on the integration of operations perspective and market requirements of the company and relate its growth. Starting from nowhere with an ambition to be an entrepreneur in the space of production-driven business and ability to learn and develop the over time, the company grew to be a leading player supplying to Tier I auto component vendor and to OEMs. The case describes how, in a matter of two decades, the company transformed itself by developing cold forging technology, using an indigenously developed process. Pursuing homegrown technology requires zeal, adoption of excellence in manufacturing and cost advantage for Tier II and Tier I parts assembly units, which were the driving force of SAF and its promoter. During this phase, the company focused on the development of processes and managing implementation, which are the key drivers of its growth not only in India but across the globe specially to developed markets. Leadership of the company believed that locational advantage in facility decision can be exploited for the international growth of the firm, provided the leadership is clear about operations strategy formulation and implementation. It took some key strategic initiatives for SAF growth. This included implementation of quality management processes, continuous improvement through learning and operations and people related HR practices.
Key Words: Operations strategy, Indigenous development, Technology Process, Quality Management, Leadership