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India’s growth in the knowledge-based services sector has provided an impetus in the development process of the country for close to three decades now. The establishment of various institutions and organisations based on inputs from different national and international bodies helped India realise the US$ 100 million export revenue. Higher education policies from the early years of independence established India’s reputation in providing skilled technical labour force globally. The recognition of Indian sub-continent as a hub for an abundant supply of skilled technical labour has not only improved its gross domestic product but also improved the living standards within the country for the past two decades. This supply of skilled labour has increased the share of service production within the regional and sub-regional boundaries. The production of services not only help in greater knowledge dissemination but also stimulate innovative content production within the regional boundaries for high global outputs. An empirical model of regression is employed with the identified variables to estimate the causation of increasing export revenues for close to the past three decades. This regression analysis has quantitatively proved the significant reasons for the lion’s share of growth in economic development across the various regions in the country.

Software comes from India, hardware comes from China. Why is that? Why did China and India take such different paths to global dominance in new high-tech industries? Will their paths continue to diverge or converge? How can other countries learn from their successes – and failures – in reaching global scale in new industries? To answer these questions, this book presents the first rigorous comparison of the growth of the IT industries in China and India, based on interviews with over 300 companies. It explains the different growth paths of the software and hardware sectors in each country, providing insights into the factors behind the emergence of China and India as global economic powers. It provides a compelling case study of how differences in economic policies and the investment climate affect industrial growth. This book sheds new light on common debates on 'China versus India', on why India is the software capital of the world while China is a manufacturing powerhouse. It refutes common myths about the growth of these industries – for example, the role of Non-Resident Indians or the Y2K problem in the growth of the Indian software industry, the role of government intervention in industrial growth, and the relative size of China and India's software industries.

Agility has increasingly gained attention in the software and IT services industry over the last years and academia put a heavy emphasis on research about agile software development methods. However, an organization does not only comprise development teams, and research often lacks an organizational perspective on agility. Presently, we have no consensus about what constitutes an “agile organization”. Hence, in this study, I identify the structure behind the concept of organizational agility using an exploratory research approach. I conducted a survey among organizations in the software and IT service industry and performed an, exploratory factor analysis and a cluster analysis (based on the variables). The results show that one can describe organizational agility using six interrelated factors that one can further aggregate into the three basic dimensions of “agility prerequisites”, “agility of people”, and “structures enhancing agility”. The identified structure is a first step toward a common understanding of organizational agility and helps to guide further research activities while simultaneously supporting practitioners in assessing the agility of their organizations.

This research investigates antecedents, developments and consequences of dynamic capabilities in an organization. It contributes by searching theoretical and empirical answers to the questions: (a) What are the antecedents which can provide an organization with dynamic and ordinary capabilities?; (b) How do these antecedents contribute to create capabilities in an organization?; (c) How do they affect an organization's competitive advantage?; (d) Can we assess and measure the antecedents and consequences to an organization? From a first (theoretical) perspective, this paper searches answers to the first, second and third questions by reviewing concepts of an ability-based view of organizations that involves the abilities of cognition, intelligence, autonomy, learning and knowledge management, and which contributes to explain the dynamic behavior of the firm in the pursuit of competitive advantage. From a second (empirical) perspective, this paper reinforces and delivers findings to the second, third and fourth questions by presenting a case study that evidences the ability-based view in action in a software corporation, where it contributes by investigating: (a) the development of organizational capabilities; (b) the effects of the new capabilities on the organization; and (c) the assessment and measurement of the abilities and consequences. [PUBLICATION ABSTRACT]

PurposeThe purpose of this paper is to present an overview of trends of Indian information technology and business processing management (IT-BPM) sector and to analyse the determinants of IT-BPM sector during the period 1991-2014.Design/methodology/approachThe study is based on annual data collected from National Association of Software and Service Companies and Department of Electronic and Information Technology for the period 1991 to 2014. The methodology adopted for studying the objectives are simple averages, percentages, ratios, growth rates, graphs prepared on the basis of data from the IT-BPM sector and regression analysis. Trends and patterns in key variables, such as total revenue, domestic revenue, export revenue, employment and exports of the IT-BPM sector have been examined. Factors influencing IT-BPM export growth have been analysed using ordinary least square multiple regression model, with growth rates of gross domestic product (GDP), labour productivity, exchange rate and previous year’s export, as the explanatory variables.FindingsThe export revenue from IT-BPM sector increased continuously over the years, at an average growth rate of 36.60 per cent during the period 1991 to 2014. Similarly, domestic revenue of IT-BPM sector also increased, but at a lower growth rate. This is because domestic market in India is captured by multinational giants against Indian firms, which do not possess full comparative advantage in the case of IT-BPM sector. Indian firms are producing low skill activities required for production, mainly concentrated only in the export sector. Direct employment, excluding hardware from IT-BPM sector, has grown at an average rate of 18.08 per cent over the study period. The determinants of IT-BPM exports indicated previous year’s export demand to be significantly contributing the highest to export growth rate. This was followed by GDP growth rate, implying that overall growth of the economy leads to significant increase in export growth. Increased labour productivity followed next in significantly encouraging export growth.Research limitations/implicationsGeneralization of the results may not be possible, as Indian conditions and policies vary.Practical implicationsThe paper has implications for the expansion of domestic market, diversification of trade and products, innovations for increasing competitiveness and sustainability in the global market in the wake of stiff competitions from new competitors.Originality/valueThis paper focuses on originality in analysis of determinants of export growth.