Vertical: V18 - Management

Notice Board -

Indian researchers/scientists/academician/Ph.D. students may send an email at vaibhav-management@iima.ac.in to attend session(s) of V18-Management vertical with session ID as provided in Session Schedule. You will get a link to attend the session on your email after approval.

   Horizontals

V18H1 : Fostering academic collaborations

Institutional research and academic programme collaboration between Indian and foreign universities is needed to facilitate the development of globally recognized research and academic programs.

Collaborative mechanisms may include faculty and student exchange. This could bring NRI’s to Indian institutions. But, India-resident Faculty/Students can spend two months in the institutes abroad and interact with the researchers. Role of collaborating Governments becomes equally important in terms of Visa Support, housing at foreign countries, funds availability etc. Industry participation in these discussions is also important, as they will be the key partners in the future.

Collaborative efforts may be encapsulated in the form of a Global Education Network for India (GENI). Brief outline on the mechanism for framework which can be discussed in the panel discussion and may be applicable to other verticals as well.

Inter-Disciplinary Focus: Engineering/Technology, Management, Law & Medicine

Organizational Considerations: Develop faculty exchanges anchored at leading but different institutions for Engineering (an IIT), Management (an IIM or ISB), Medicine (e.g., AIIMS) and Law (NLSB), Financial Support from Centre or Corporates for Activities at Exchanges, Support from Corporate Community and Foundations (e.g., faculty in this program can be “Tata Fellows” or “Birla Foundation Fellow”)

Terms of Engagement: 2-6 week modular courses (Summer, Winter), Semester Long Engagements (Sabbaticals), Year Long Engagements (Retired Faculty), Financial Considerations (Travel, living + half of typical executive teaching rates [vary by discipline]), Develop and Manage PhD and Doctoral (Practice) Programmes

Faculty Exchange Activities: Scholar/Faculty exchanges

Institutional Exchanges/Collaboration: Joint & Dual Degree Programme Support, International Summer Research Institutes, PhD/Doctoral Network and Summer Institutes

Academic Consulting Programmes: Education Management Programmes, Certificate for Management Education

Corporate Partner Network: Executive Educators Network, Consulting and Development Opportunities


V18H2 : Mechanisms to increase R&D outputs from Indian institutions

The second horizontal will focus on the changes that need to be brought about in the management and leadership of Indian R&D institutions (colleges, universities, research organizations ) in order to promote cutting-edge research. Better management of  these  institutions is critical in making India ‘atmanirbhar’ as better management organizations have a much better chance to come out with innovations.

The discussion in this horizontal will focus on the areas where possible changes need to be made in the Indian Scenario. The discussions will revolve around initiatives that can help organizations translate research/academic knowledge into economically viable tangible output, and knowledge about best practices around management of knowledge organizations and discussions around creating mechanism for collaboration at both organizational-level  and also at the government-level. The horizontal will look at factors at organizational-level (management and leadership), at government-level (policies and framework) as well as legal/regulatory frameworks that govern Indian Research (e.g., IP laws, laws around allowing setting up of companies by scientists, etc.).


V18H3 : Business Innovation  

The purpose of this session is to examine how companies must change the way they conduct business in an environment fraught with uncertainty. This requires that they shift to new business models where they migrate to better ways for creating value for customers by leveraging emerging technologies. Simultaneously, business models must balance value creation with value extraction from markets to investors. This combination of value creation and extraction strategies leads to the development of business models whose efficacy varies across industries and geographies.

The path for value creation for customers typically revolves around WHAT (product innovation, differentiation), HOW (supply chain management) and for WHOM (market segments served, customer centricity). All three processes enhance shareholder value, is in terms of resulting earnings, and growth and resilience of future cash flows.

The choice of business models is getting increasingly complex in a volatile business and economic environment. Exogenous shocks such as nationalism and COVID are strangling global supply chains due to shutdowns imposed at national boundaries due to COVID has occurred and is shifting corporate objectives from profitability, efficiency and growth to risk containment and resilience. Within industries there has been a dramatic shift in the ingredients necessary for success. Real assets (property plant and equipment) are far less important than intangible ones (IP, brand, networks of relationships, human capital and capabilities).

This session will adopt a multi-disciplinary perspective regarding how marketing, operations and corporate finance can be aligned for value creation, value distribution and value capture processes enabled by emerging technologies and human capital investments


V18H4 : Entrepreneurship for growth  

Entrepreneurship is the backbone of India’s economic growth, which is reflected in the country’s huge informal sector. As per a January 2020 working paper of Indian Labor Organization, 90% of the entire workforce in India is informal (defined as those without any social insurance) and 85% of the non-agricultural workforce is informal. The paper observes that the ‘informality in work’ has not shown much signs of decline during the last two decades when India’s GDP growth rate started increasing sharply. However, this has always been portrayed as an issue of serious concern despite the fact that GDP is growing, absolute number of people lifted out of poverty is increasing and rural wages as well as per capita consumption expenditure are increasing. The concerns have centered around i) inability to generate tax revenue from the sector as the transactions are cash-driven and ii) difficulties in measuring the real growth of the Indian economy. The need of the hour is to identify the right approach to promote the transition of the informal sector to formality, strengthen the ecosystem of the sector and identify best practices to increase value addition by the sector. Away from the restrictions of labor laws and other regulations, the sector has been providing employment opportunities to millions. The expert panelists can deliberate on the mechanisms to transition the informal sector while preserving the entrepreneurial spirit.

India’s entrepreneurial strength also lies in its start-ups. According to the StartupIndia website of the Ministry of Commerce & Industry, Government of India, India has the third largest startup ecosystem in the world, and is expected to witness year-on-year growth of 12-15%. Fund raising by Indian startups are showing healthy growth and private equity deal volumes have also been rising with $26.3 billion raised in 2018. While tech start-ups may be the focus of much interest among the start-up funding community, what support needs to be extended- by the Govt., by corporate enterprises and by the academia- to give a major thrust to entrepreneurship particularly to get the younger generation involved in PM’s Atmanirbharta mission? We have seen large enterprises funding/partnering with/investing in start-ups more so on realizing their ‘disruptive potential’. What mechanisms are needed to promote unhindered growth of start-ups and healthy competition between big and small players? These issues relating to startups may be deliberated upon by the expert panelists.

And finally, family businesses- the top corporate houses in India are invariably family businesses. What have been the factors that have contributed to the success of these family businesses which over a century have managed growth and stability across generations. What lessons can be learnt in the context of ‘learning organizations’ and replicated in non-family businesses?

The underlying threads that weaves all panel discussions should be, sustainable and responsible business strategies and practices, innovations with far reaching impact suiting resource-constrained economies and ‘Atmanirbhar Bharat’.


V18H5 : Management of New-Age (Knowledge) Organizations

The world of business today is far more complex and unpredictable than it was few years ago. Nine out of ten Indian companies have experienced disruption in the recent past. Change and complexity are not new to organisations. However, what makes the present moment unique in the human history is the convergence of the maturing of several technologies that had so far developed independently. The pace of change has multiplied many folds and scientists have predicted that the technological advancements of the 100 years of the 21st century will be more than the advancements made by humanity in last 20,000 years.

The advancement of technology and market economy is characterised by emergence of new-age organisations that are knowledge-driven, and where employees are constantly engaged in knowledge work. Knowledge work is defined as anything where the acquisition and exploitation of knowledge is central for an organisation’s competitive advantage. Knowledge workers today can be found everywhere – programmers, healthcare professionals, pharmacists, academics, scientists, engineers, lawyers, architects, consultants, management practitioners, business and financial operators, arts, design, entertainment and sports – and any other work where people ‘think for a living’.

The central task of management of organizations today is to blend powerful leadership with an empowered workforce, and providing them with clear goals and an open and participative culture. Knowledge organizations are driven by innovative pursuits and R&D efforts. Employees working in such organizations have distinct goal orientations, values, need structures and behavioural patterns. Their tasks usually involve a high risk of failure and frequently experience disruptions, delays, and setbacks. It becomes extremely crucial for organizations to understand and learn how to management and lead knowledge organizations in disruptive times where the technological advancements are rapidly changing business landscapes.

The horizontal will aim to discuss challenges concerning leadership, organization design, strategic management as well as human resource management related issues in order create, drive and sustain effective new-age (knowledge) organization.


V18H6 : Making India Center of Practice-Oriented Management Knowledge

The horizontal will be driven by the idea – practice-oriented and relevant management research. India, with its richness and diversity, is contextually very different from the Western countries. Many of the research that is happening in the country, however, is based on theories and models developed in the West which makes a lot of management research irrelevant and impractical for Indian organizations. The need of the hour is to develop mechanisms that promote more context-based management research that provides rich insights to leaders of enterprises operating in the Indian business context. While India has huge reservoirs of human talent that can be deployed in research, the visibility and traction that its management scholars have received at the global platform is limited. The session will deliberate on steps that can be taken to improve the quality of management research happening in the country and also steps to make the research more practice-oriented and relevant for Indian organisations. The broad topic of the horizontal will be to discuss and deliberate upon questions about the challenges Indian researchers face in making a mark on the global platforms (reputed academic journals). The panel will bring together leading academics who have the experience of publishing in renowned management journals and are serving as editors of some of the reputed global journals, and also Directors and Deans of some of the top management research schools in India. The panellists will engage in an open dialogue on actions, processes and mechanisms that may be instituted to drive more relevant and practice-oriented research in India that is insightful as well as of high publishable quality.

Another topic of this panel discussion would be to come up with some ideas (suggestions) about areas in which researchers working in the Indian context can lead and provide insights. For example, research coming out from India can inform practice in the emerging economy contexts. The panellists will deliberate on some of the core issues that are unique to a country such as India and that needs attention of management scholars. These ideas can give Indian management researchers some ideas about areas that need focused research attention in order to come out with insights that are useful, important, contextual not just for India but for scholars working in these areas around the world.


Session Schedule

Horizontal

Session ID

Name

University/Organisation

Country

Fostering Academic Collaborations

V18H1S1

Title: Fostering Academic Collaborations

Date: 04-10-2020

Time: 17:30 -19:00 Hrs IST

Prof. Rajendra Srivastava

Indian School of Business

India

Prof. Charles Dhanraj

University of Denver

United States of America

Prof. Sumit Kundu

Florida International University

United States of America

Prof. Rakesh Basant

Indian Institute of Management Ahmedabad

India

Prof. D.P.Goyal

Indian Institute of Management, Shillong

India

Prof. Ramayya Krishnan

Carnegie Mellon University

United States of America

Prof. Farok Contractor

Rutgers University

USA

Mechanisms to increase R&D outputs from Indian institutions

V18H2S1

Title: Mechanisms to increase R&D outputs from Indian institutions

Date: 04-10-2020

Time: 19:15 – 20:45 hrs IST

Prof. Vishal Gupta

Indian Institute of Management Ahmedabad

India

Prof. Saikat Chaudhuri

The Wharton School, University of Pennsylvania

United States of America

Dr. Shekhar C. Mande

Director-General, Council of Scientific & Industrial Research

India

Prof. Anil Gupta

Founder, SRISTI, GIAN, National Innovation Foundation

India

Prof. Rishikesha Krishnan

Indian Institute of Management Bengaluru

INDIA

Prof. Pawan Budhwar

Aston Business School

United Kingdom

Prof. Basav Roy Choudhury

Indian Institute of Management Shillong

India

Mr. Jerry Gupta

MIT Sloan

USA

Business innovation

V18H3S1

Title: Business innovation

Date: 11-10-2020

Time: 17:30 -19:00 Hrs IST

Prof. Rajendra Srivastava

Indian School of Business

India

Prof. Ramesh Shankar

University of Connecticut

United States of America

Prof. Harbir Singh

The Wharton School, University of Pennsylvania

United States of America

Prof. Anitesh Barua

McCombs School of Business ,University of Texas

United States of America

Prof. Ashish Sinha

University of Technology, Sydney

Australia

Prof. Vadake Narayanan

Drexel Univarsity

United States of America

Prof. Amit Karna

Indian Institute of Management Ahmedabad

India

Prof. Pradip H. Sadarangani

Indian Institute of Management Shillong

India

Entrepreneurship for growth

V18H4S1

Title: Entrepreneurship for growth

Date: 11-10-2020

Time: 19:15 – 20:45 hrs IST

Prof. Lata Chakravarthy

Indian Institute of Management Shillong

India

Prof. Kavil Ramachandran

Indian School of Business

India

Prof. Vish Krishnan

Rady School of Management ,University of California San Diego

United States of America

Prof. Rabikar Chatterjee

University of Pittsburgh

United States of America

Prof. Surender Munjal

Centre for International Business at the University of Leeds

United Kingdom

Prof. Chitra Singla

Indian Institute of Management Ahmedabad

India

Prof. Natalie West Kharkongor

Indian Institute of Management Shillong

India

Prof. Satyajit Majumdar

Tata Institute of Social Science

India

Management of New-Age (Knowledge) Organizations

V18H5S1

Title: Management of New-Age (Knowledge) Organizations

Date: 18-10-2020

Time: 17:30 -19:00 Hrs IST

Prof. Vishal Gupta

Indian Institute of Management Ahmedabad

India

Prof. Rohit Dwivedi

Indian Institute of Management Shillong

India

Prof. Sunil Mithas

University of South Florida

United States of America

Prof. Paul Shrivastava

Pennsylvania State University

United States of America

Prof .Madan Pillutla

London Business School

United Kingdom

Prof. Ruchi Sinha

University of South Australia

Australia

Prof. Ram Nidumolu

Indian School of Business

India

Prof. Nirmalya Kumar

Singapore Management University

Singapore

Prof. Ashish Malik

University of New Castle

Australia

Making India Center of Practice-Oriented Management Knowledge

V18H6S1

Title: Making India Center of Practice-Oriented Management Knowledge

Date: 18-10-2020

Time: 19:15 – 20:45 hrs IST

Prof. Janat Shah

Indian Institute of Management Udaipur

India

Prof. Rajendra Srivastava

Indian School of Business

India

Prof. Tathagata Bandyopadhyay

Indian Institute of Management  Ahmedabad

India

Prof. Sanjoy Mukherjee

Indian Institute of Management Shillong

India

Prof. Arun Rai

Georgia State University

United States of America

Prof. K. Sudhir

Yale University

United States of America

Prof. Anindya Ghose

Stern School of Business, New York University

United States of America

Prof. V Kumar

Indian School of Business

India

Prof. Milind Sohoni

Indian School of Business

India

Prof. Anandhi Bharadwaj

Goizueta Business School, Emory University

United States of America