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This paper examines the impact of ownership structure on the financial performance of top IT companies in India. The significance of evaluating the association between performance of firm and ownership structure is emphasised due to occurrence of numerous corporate scandals and fastest growing industries in the country. There is scarcity of prior research that empirically examines the relationship between the ownership structure and financial performance of the firm in the context of IT companies in India. Previous studies show conflicting results when it comes to establishing the nature of relationship between ownership structure and firm performance. IT sector is having 16.16 % of weightage in NIFTY 50 Index companies as on March 31, 2021. In terms of FDI, this sector is ranked second in India and attracts about US $ million 71,055.91 (13.42%) of total FDI inflows from April 2000 to March 2021. [ABSTRACT FROM AUTHOR]

The term Brexit means Britain's or UK's scheduled Exit at 11pm UK time on Friday 29 March, 2019 from the European Union. The Term was first coined by Mr. Peter Wilding in May 2012. Mr Peter Wilding took his inspiration from Grexit- the term used for Greece's possible exit from the EU. Greece's Exit i.e. Grexit The meaning of Brexit as given in Oxford Dictionaries is "The withdrawal of the United Kingdom from the European Union" In this paper, an attempt is made to study the BREXIT Scenario and its effects on India and Indian Companies working in the UK. Initially in the paper the term Brexit, its origin, deadlines, historical background were explained. After that Main points of agreement between UK and EU in Brexit deal are clarified. Later on Brexit's effects on India are discussed. At the end Brexit's Effect on Indian Companies working in the UK are described. [ABSTRACT FROM AUTHOR]

The present scenario of logistics & Supply chain management sector is in dire need of a vision and strategic leadership. Many human resources issues and challenges, haunting the sector, could be addressed by connecting its scattered structure and by growing awareness of supply chain occupations, and working with educational institutes at all levels and schools of business management to develop supply chain programming that addresses the sectors growing needs, current and future human resources challenges. These institutions need to assess technologies, innovations and conditions that have the utmost impact on the logistics & supply chain management sector, and to develop a planned human assets action plan for industry and academia. An analysis of the human resources issue in the supply chain management reveals that there is a limited stock of skilled employees, there is need to develop skill sets to manage evolving technologies, and there is need to overcome a common lack of awareness and understanding of the supply chain management. Student's new entrants and those in career shift do not enter the supply chain management by choice, usually by accident, simply because they are not aware of its existence. In order to draw, cultivate and preserve the talent, in the supply chain management, it must race for attention in an atmosphere where other services and industries have already, pledge awareness and recruitment campaigns to address their talent deficiency. Attraction and retention of talent, particularly knowledgeable workers, are important to supply chain management ability to focus on improvements. This is of paramount importance, as supply chain performance directly influences the costs and effectiveness of industry on a national and global scale. There are a lot of growth opportunities for multinational companies in emerging markets. These markets have a large consumer base but the market conditions in these regions are novel to these multinational companies. Various strategies evaluating government regulations, sales, marketing and supply chain have to be analyzed, isolated and implemented so that companies can quickly adapt to new market conditions. The purpose of this paper is to review successful supply chain strategies adopted by multinationals catering to a large number of consumers in India. [ABSTRACT FROM AUTHOR]

This paper reports the preliminary results of an empirical investigation into access to finance for Small and Mediumsized Enterprises (SMEs) in general and related to tourism specifically in the India. Methodology: This exploratory study examines data gathered through in-depth, face to face interviews, using semi-structured questionnaire amongst 100 matched businesses related to tourism in various parts of India. The propensity to employ internal and external sources of finance was monitored at the start -up, after two years and over the next five years of the business activity. The survey requested quantitative and qualitative information on sources of finance, both preferred and actually used by owner/managers, during three stages in their firm's business cycle: at start up, after two years and over the next five years. Findings: This paper reports that family and informal lenders were very important for the support of SMEs in India in general. In terms of initial (start-up) funding, a large proportion of respondents relied exclusively on financial support from their immediate family and informal lenders. After two years in business, respondents exhibited a higher reliance on own savings and to a lesser extent on financial support of bank and other financial institutions. In contrast, at the end of five years of uninterrupted economic activity, the need of institutional borrowing increased considerably. Whilst the financial support from informal lenders, personal finance and family declined over the years. We also found that owners/ managers showed a preference for more user friendly financing options, which operated on the element of trust and allow them to remain in full control of their businesses. However with better networking ties generally SMEs owner/managers can access adequate external resources through informal channels. Research Limitations/implications: The research sample used in this study is small and selective. It is not meant to represent a statistically significant selection of Indian SMEs from tourism sectors. The main limitation concerns the extent to which these findings can be generalised to other contexts, outside the specific location within which it was undertaken. Originality/ Significance: The financing preferences of owner/managers in the sample have been influenced by their perception of the relative strength and weaknesses of domestic finance infrastructures. The results of this research study is indicative of SME owner/managers' financing needs, attitudes and perceptions. The research shows the importance of user-friendly financing options for SMEs owner/managers. Nevertheless this paper fulfils an identified need for studying how SMEs in emerging economies make the financing decisions necessary to expand and grow. Social implication: Economies which provide sufficient financing support to SMEs generally enjoy a higher standard of living than the societies which don't. Thus the policymakers should be aware of how financing preferences and decisions made by SME owner/managers impact on the development of SMEs when developing mechanism to support them. [ABSTRACT FROM AUTHOR]

The purpose of the paper is to contemplate guidelines for appropriate social media strategies by businesses in India. Any social media platform predominantly exhibits one or two of the seven functional blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. Each of the blocks support different business functions. Depending on the need of the businesses, listening to customers or advertising, an appropriate social media needs to be adopted. For a successful social media strategy, implementation processes should incorporate mindful adoption, community building, and absorptive capacity. India is one of the fastest growing economies in the world and its business houses are increasingly aspiring to be global players. The extant knowledge on social media use by the Indian business houses seems to be inadequate. We conducted a two stage secondary data analysis on nature of social media use and adoption by Indian business houses. Top hundred corporate houses were chosen on the basis of revenue. An inventory was used to capture the use of social media by content analysis of secondary data - visiting all the company webites and seacrching for the companies in all social media platforms. This database helped in generating a descriptive account of the social media use of businesses in India. In the second stage, we undertook a case study of five firms representing different industrial sectors. The preliminary analysis showed that extant uses of social media by businesses are not differentiated, despite operating in the different industrial sectors. The usage is different for Indian and American businesses. On the basis of the findings and the taken theoretical framework, the paper suggests appropriate implementation strategies. The brief case studies of five companies shows adequate mix of dfferent social media platforms. Further exploration of social media use by different industrial sectors and linkage with the fucntional blocks is needed. [ABSTRACT FROM AUTHOR]

Building on the recent research about the role of business groups in remedying market failures, this paper examined the impact of diversification and group affiliation on firm performance. Set in the Indian context, it compares the influence of diversification, group affiliation and their interaction on firm performance before (1988) and after (1999) the country introduced dramatic market reforms (1991). Results show that in the pre-reform period while group affiliated diversifiers captured performance benefits, performance of unaffiliated diversifiers was negatively impacted. This suggests that the group structure exerted an important moderating effect on the diversification performance relationship. In the post-reform period marked by a decrease in market failures and an enhanced institutional infrastructure, the positive effect of group affiliation was absent. This underscores the central intermediation role that groups play in mitigating market failures is not as valuable in contexts where the incidence of such failure is low. [ABSTRACT FROM AUTHOR]

A review of the annual reports of Indian companies across sectors, reveals the fact that majority of them do not adopt standard practices or deploy known Intellectual Capital (IC) models to manage their intangible assets. The term - Intellectual Capital - is mostly used with reference to the qualification and experience of employees, who are acknowledged as critical assets and details of training and development activities is provided in occasional cases. The paper aims to explore an approach which can be utilized to make the practice of managing Intellectual Capital more popular and widespread in an emerging economy like India. The approach is adopted in an electrical engineering services company based out of Pune, a city in the western region of India. The company was established in the year 1991 and undertakes turnkey projects of electrical installations including design, engineering, supply, installation, testing and commissioning for power distribution, electrification work etc. A preliminary discussion about IC Models revealed that the company was reluctant to invest its time and resources in adopting one. Reframing the discussion from the perspective of managing business risks, the key areas of concern listed down by the management were: i) adverse impact on growth and margins, ii) competent employees leaving the organisation, iii) loss of projects and customers and iv) inefficiency of the company's processes. These risk factors were then connected to various components of IC and a set of indicators finalised in order to manage these risks. The management was comfortable with this approach, which also enhanced focus on relationship with employees and customers. The study brings forth the viewpoint that this approach of listing down the risks to various components of IC, and then drawing a plan of action to minimise those risks - is a simpler and more practical method of IC adoption by companies as they deal with risks as an integral part of doing business in an emerging economy. It will lead to development of an environment that enhances Intellectual Capital and in due course of time, companies would stop treating IC as a complex or alien concept. [ABSTRACT FROM AUTHOR]

Supply Chain Management holds the key role in most sectors and improving the supply chain quality aids in high customer satisfaction. The anticipations of customers have forced business enterprise to invest in and focus attention on their supply chain. Supply Chain Management (SCM) involves procuring right inputs in the form of raw materials, components and capital equipment's and transforming them efficiently into completed products or semi-finished products and posting them to the absolute destinations. In the analysis of the supply chain of modular switches limited to a major electrical industry in India, the major problem that arises are reworks and rejection rate of semi-finished or finished components. This unsolved problem leads to reworks of almost one third of the products manufactured accumulating to huge fiscal loss for the electrical industries. Of the various methodologies available in Quality Management (QM), Quality Function Deployment (QFD) has been a much preferred due to its versatility for this research. Data collection for the QFD was done using questionnaires and two major issues surfaced notably proper materials and experienced working person which have been addressed in this attempt. The outcome was that the rejection rates were reduced from 10% to 4.02%, which improved the productivity and also led to higher levels of customer satisfaction. [ABSTRACT FROM AUTHOR]

Women entrepreneurship is gaining importance in India in the current economic condition. It has been identified as an effective step toward poverty alleviation in the country. The increasing presence of women in the business field as entrepreneurs has led to the change in the demographic characteristics of business and economic growth of the country. Women-owned businesses enterprises are playing a prominent role in society inspiring others and generating more employment opportunities in the country. However, to promote a balanced growth in the country, there is need for sustainable growth of women entrepreneurs. In India, though women are playing key role in the society, but still their entrepreneurial ability has not been properly tapped due to the lower status of women in the society. [ABSTRACT FROM AUTHOR]

The high level of public accountability attached to Public Sector Enterprises as a result of public ownership makes them socially responsible. The Committee of Public Undertakings in 1992 examined the issue relating to social obligations of Central Public Sector Enterprises and observed that "being part of the 'State', every Public Sector enterprise has a moral responsibility to play an active role in discharging the social obligations endowed on a welfare state, subject to the financial health of the enterprise". It issued the Corporate Social Responsibility Guidelines in 2010 where all Central Public Enterprises, through a Board Resolution, are mandated to create a CSR budget as a specified percentage of net profit of the previous year. This paper examines the CSR activities of the biggest engineering public sector organization in India, Bharath Heavy Electricals Limited. The objectives are twofold, one, to develop a case study of the organization about the funds allocated and utilized for various CSR activities, and two, to examine its status with regard to other organizations, the 2010 guidelines, and the local socio- economic development. Secondary data analysis results show three interesting trends. One, it reveals increasing organizational social orientation with the formal guidelines in place. Two, Firms can no longer continue to exploit environmental resources and escape from their responsibilities by acting separate entities regardless of the interest of the society and Three the thrust of CSR in public sector is on inclusive growth, sustainable development and capacity building with due attention to the socio-economic needs of the neglected and marginalized sections of the society. [ABSTRACT FROM AUTHOR]

n the last few years as many emerging markets have liberalized, acquisitions have become an important means to achieve competitive advantage and growth for firms that participate in these markets. Yet, there is very little research that examines whether these acquisitions have created value for firms in these markets and whether the value creation patterns and drivers are similar or different than what has generally been observed in developed markets. This study takes an initial step to address these issues. It shows that emerging market acquisitions, on average, create value for both acquiring and target firms. Both acquirer identity and acquisition relatedness also seem to have a significant impact on acquisition value creation in these markets; these relationships are, however, contingent upon the period in which the acquisition was done. In the immediate period following liberalization, MNC acquirers create significantly greater value in their acquisitions than local acquirers. Similarly during this time, acquisition relatedness seems to offer comparatively little benefit in terms of acquisition value creation. But as liberalization evolves in these markets, we notice some important changes: first, although MNC acquirers continue to earn higher returns to acquisitions than local acquirers, their relative advantage reduces substantially. Second, related acquisitions, on the other hand, create much greater value than unrelated acquisitions in the later periods following liberalization. We use India, which is one of the most important emerging markets in recent years, as a context to examine the patterns and drivers of acquisition value creation. [ABSTRACT FROM AUTHOR]

India adopted the policy of globalization, liberalization and privatization since 1991 which has paved the way for smooth entry of foreign direct investment. Number of multinational companies in various fields have entered Indian horizon. These companies have brought with them not only the investment but also the advanced technology as well as various work related practices. In a bid to withstand in the stiff competition arisen because of the globalization, even the domestic industries are falling in line with the multinational companies. Now the domestic companies have started adopting Best HR Practices. Undoubtedly these practices have shown positive result so far as improvements in the quality of products, efficiency and productivity of the employees and cost effectiveness. The importance of the Human Resources Development department has also increased in the overall management set up and now their views are being given due weightage while taking important management decisions. Developing the best HR practices is a continuous process and day in and day out new innovations are being introduced. The role of motivated employees has become crucial and that talent management in general and retention of talent in particular has become a key role of the HRD Dept. [ABSTRACT FROM AUTHOR]

This paper reports findings from a study comparing the performance of Indian State Owned Enterprises (SOEs) and private firms. While the privately held firms performed better in terms of commercial profitability, the two groups did not differ in managerial efficiency. The SOEs were markedly better in accomplishing public interest objectives. [ABSTRACT FROM AUTHOR]

This paper is a combination of research in the behavioral sciences and administrative behavior, concerning the realm of change in village culture. The findings have been formulated in terms of a case study because the research lends itself admirably to such a format, anthropologists have been interested in case studies,[1] and, innovation follows certain patterns[2] which may be conveniently and usefully traced in the format of a case. The central theme reflects a theoretical treatment of an important, though often neglected view--that culture strongly affects the activities o f business administration. Many authors seem to recognize this phenomena; Pfiffner and Sherwood have treated the subject in some detail. They state that cultural awareness gives management better understanding, ability to predict behavior, vicarious experience, and aid in facilitating change.[3] Few writers, however, have exemplified this through research studies. The following research study makes specific examination of the various characteristics of village culture in general, anal particularly in India, and their effects on the management of an enterprise. [ABSTRACT FROM AUTHOR]

We investigate the performance implications of business group affiliation over a longitudinal period to capture the effects of institutional transitions. Drawing from the institutional voids and market failure perspectives of business groups, we argue that as institutions in a country evolve and markets for capital, labor and products develop, the positive effects of group affiliation will decline, while the negative effects will increase. We test our arguments on a sample of 8,882 Indian firms, 3,087 of which are affiliated with business groups and 5,795 of which are not. We look at the 12 year time period, from 1993-2004, during which there has been substantial development in various markets in India. We find that group affiliation becomes affiliated with lower firm performance during a period in which substantial institutional transitions have taken place. [ABSTRACT FROM AUTHOR]

The article investigates several factors which impact a firm's likelihood to resist engaging in corruption by interviewing senior executives of companies in India. The article states that the professionalization of an industry and the social capital available for use by a firm both impact the likelihood of whether or not a firm will engage in corrupt transactions, and that corruption is perceived as an institution in India by both domestic and foreign firms. The article states that executives in India have a strong negative opinion of government corruption in their home country, but that the general tendency across industries is to actively engage in corrupt transactions. The article found that a decoupling occurred between stated opinion and actual behavior.

Ethics can vary greatly between every business culture in the world. More specifically, third world countries such as India and Mexico share a few similarities and differences when it deals with business ethics. In India, there is a lack of business ethics due to the common short changing customers and underground bribery with most transactions. In Mexico, some professionals believe that business ethics is also lacking and put aside when dealing with business. Both countries are well-known to have corrupt methods to maximize profits, with underground dealing or illegal methods of going about business. Now, both countries are enforcing anticorruption laws to reduce the amount of business-related crimes. In Hofstede's 6D model, India and Mexico rank similarly in most categories. For power distance, they were both only 4 points away from each other with scores of 77 and 81, respectively. This means they are from hierarchy societies, leading to great inequality between individuals of power. In individualism, India is a more independent and individualistic society with a score of 48 than Mexico (30). They both exhibit loyalty between employer and employee, creating a strong bond like family. Both countries are masculine countries, in which they are competitive and focus on profits and material gains. When it comes to avoiding uncertainty, Mexico rates a high score of 82, which means they stick to the rules and do not like sporadic behaviors. Unlike Mexico, India rates a rather low score of 40, which means they are lenient when it comes to the rules. If a person can adjust to changes in India, the individual will do fine in business and life. For long term orientation, India rates an intermediate score of 52, which means they follow traditions, but they would also consider pragmatic approaches when facing difficulties. In contrast, Mexico rates a low score of 24, which means they honor traditions and past methods to fix their problems instead. One big contrast both countries face in this model is when it comes to indulgence. Mexico (97) is a country of indulgence, who likes to enjoy life's luxuries and spends time leisurely. India, on the other hand, restrains themselves from their own indulgences. The country feels it is morally wrong to indulge often, so they like to control themselves more compared to Mexico. Although they have a few differences, they do have comparable tendencies in the way the countries both act. When it comes to customer service, both countries focus on maximizing profits, even if they lack in quality customer service. There are instances where the countries treat common customers like family, which can bring back loyal customers. The familial concept works for small business owners, which comprise most of the businesses owned in both Mexico and India. In India, where many people are connected for customer service assistance, customer service qualities are a known basic concept as well. Even if the stereotype for some Indian business owners is to swindle and bargain, the general population of Indian business owners treat customers well enough to bring them back, as well as Mexican businesses. Unlike the United States where everyone feels entitled to a certain power, Saudi Arabia is one of the countries that scores high with regards to power distance. It believes in a hierarchal order in which everybody has a place that people accept. In an organization, that means having a centralized system where subordinates are expected to be told what to do and everyone adheres to that. For instance, in a meeting room everyone would usually wait for the manager or the one with the highest position to initiate. On the other hand, in the United States someone in an inferior position is willing and able to challenge someone in a more superior position. Based on the definition of Hofstede's model, Saudi Arabia has more of a collectivistic rather than an individualistic culture when compared to the United States. As an example, in Saudi Arabia people usually like to establish trustful relationships before proceeding with work or other matters. In the Saudi culture, loyalty is a big issue and is the dominant value in social rules, also families there are considered the most significant element in society and sometimes to a person's identity. For the families, private life is usually not separated from the business life. For example, it is very much accepted for someone to provide a job or a position for a family member or relative in an organization that he is highly ranked in. However, the US has the highest score in individualistic countries; the cultural expectation is that everyone should fulfill their own personal needs. Also, the US culture is very accustomed to doing business with people they don't know well and managers and employees share information frequently in an informal and direct communication. Although recently, the practice of group work has been growing in importance, every individual is still entitled to their own opinion and is expected to individually contribute to the society. Saudi Arabia is classified as a very masculine culture; people there live to work and managers in this culture are expected to be decisive and confident in their decisions. Just like the United States there is a huge emphasis on competition and conflicts are usually solved by fighting them out. Through Hofstede's study, the United states scores a 46 on the uncertainty avoidance, which means it is a society that is uncertainty accepting. This shows that there is a high acceptance for new ideas and innovations in the US and that people in this culture are usually open to new business practices. Saudi Arabia though is on a higher score, 80 in this dimension. In Saudi Arabia, people there prefer avoiding uncertainty, but still rely on the concept of "Insha'Allah" meaning by god's will. They have very strict rules, and have an urge to be busy as time is very important to them. However, as situations that seem unclear can be uncomfortable, people still find comfort because of their strong beliefs. That sometimes may have some issues when doing business because the society does not readily accept change and thus is very risk adverse. There is not a huge difference in the scoring for long-term orientation between the US and Saudi Arabia. Both countries score normative; meaning they prefer to maintain time-honored traditions and norms while looking at social change with a little suspicion. This is reflected in the American business where they measure their performance on a short-term basis, with statements being issued on a quarterly basis. In the Saudi culture that can be seen in the exhibition of a lot of respect for traditions even when doing business. When reviewing the French business ethics, we see that France ranks last out of ten countries for workers' opinion of company management. According to the 2010 study by BVA, 2/5 of employees working under the France management say they actively dislike their firm's top managers. However, when comparing the two ethics, Coe-Rexecode, German bosses and employees are better than French ones when working collectively. Now when looking at the German individual ethics, we can see that many companies that the Germans support are ones full of morals and principles. According the Economist, if a manager believes that the business he/she is working for is causing harm to the society, he/she will not work for them. The Germany business leaders believe that working ethically will end in a business goal in maximizing ownership value and creating a better environment for people to work in. The ethics are quite different because we see in Germany companies that there can be opportunities of advancement however, we see that French companies are hierarchical, "holding no truck with Anglo-Saxon notions of empowerment. " Now comparing the two countries using the 6D Model from Hofstede, we see that France outdraws Germany in the aspects of Power Distance, Individualism, Uncertainty Avoidance and Indulgence. Looking at power distance, we see that France is at a 68 while Germany is at a 35. It is clear to see that France has less powerful members in a company that expect and accept that power is distributed unequally. We see this already in the ethics of how each business works in each country. But Germany contains a business environment where they try to maintain everyone on an equal level. Now comparing individualism, we see that France shows a more independent lifestyle whilst, Germany is illumining a more "we" society than anything. It is clear to see how these all dip within each other because when we analyze the countries masculinity, we see that France beats Germany in this aspect as well. While looking at the masculinity level, France society is driven by competition and seeing who is the winner. While Germany is more of the collective group coming together to win as a whole. Looking at uncertainty avoidance, both Germany and France are on the higher end, however, France is higher in the ways that the society doesn't like surprises and needs structure and organization. Long-term orientation shows that both countries are pragmatic and they adapt to change easily to prosper and grow. As we enter into the last one indulgence, we see that Germany is lower than France creating a society where they their tendencies are less likely to indulge and are more cynical and pessimistic. France is country that prides itself in tradition and its rich history. That means that there needs to be a certain harmony and rhythm that a customer must experience and appreciate. With its full cultural background, the customer service is strategic in ways that it pulls in tourism and shows its traditions and invites the customer to an experience that they can only achieve from the French. Now looking at the 6D model, we see that Germans have a more concrete society, efficient communication and focus on objectivity and technical issues dominate the conversation. This means that the Germans are direct to fix issues that arise, while may in return create a colder and uncaring customer relation. Their lower indulgence lowers speak loudly when we see how the Germans are wanting to perfect their relations rather than creating a friendly bond. [ABSTRACT FROM AUTHOR]