Editorial

Citation

Shainesh, G. (2011), "Editorial", Journal of Indian Business Research, Vol. 3 No. 1. https://doi.org/10.1108/jibr.2011.41303aaa.002

Editorial

Article Type: Editorial From: Journal of Indian Business Research, Volume 3, Issue 1

I welcome you all to our first issue of 2011! This issue carries papers selected for our readers across a broad range of topics. The eclectic mix of authors has examined concepts while looking at diverse issues. The authors are a mix of young scholars and professionals and seasoned academics, who adopt a variety of methodological approaches and analytic perspectives to contemporary issues relevant to Indian business. The contents reflect topics in investments, relationship management, change management, and offshoring. In combination, this set of papers will contribute to the knowledge base of the diverse readership that characterizes JIBR’s target audience.

In the first paper, Thillai Rajan Annamalai and Ashish Deshmukh focus on the rapidly growing venture capital and private equity (VCPE) industry in India by analyzing over 1,900 VCPE transactions involving 1,503 firms during 2004-2008. Their research “Venture capital and private equity in India: an analysis of investments and exits” analyzed the investment life cycle in its entirety, from the time of investment by the VCPE fund till the time of exit. The study highlights some of the lesser known features of the Indian VCPE industry such as the characteristics of the investee firm at the time of VCPE investment, the duration of VCPE investments in the firm, and the timing and mode of exit by the investors. Based on the findings, the authors have made recommendations for the sustainable growth of the industry.

The second paper by Satyajit Jena, K.K. Guin, S.B. Dash is titled “Effect of relationship building and constraint-based factors on business buyer’s relationship continuity intention: a study on the Indian steel industry”. They have tested a model of the antecedents of relationship continuity intentions by collecting data from 137 steel buyers in India.

The third paper by Richa Awasthy, Vijayalakshmi chandrasekaran, Rajen K. Gupta is a case study titled “Top-down change in a public sector bank: lessons from employees’ lived-in experiences”. Their study is based on an in-depth qualitative analysis of a large Indian bank forced to undertake changes, driven by the top management, to cope with the changes in the bank’s external environment. The study, conducted in two stages, over an interval of two years highlights realignment of strategy, structure, systems, technology and the impact of these changes on improved financial performance and customer satisfaction.

In the final paper, Wolfgang Messner shares his experiences of working with several clients across multiple countries through an insightful viewpoint paper titled “Offshoring to India – realising savings and capturing value”. He highlights the need for active management of the offshore lifecycle to help organizations capture savings and value. The emerging shift from cost efficiency to service efficiency, and from project management to delivery process management through the standardisation of processes and deliverables, appropriate use of technology, and specialised training processes, tools, and standards. The industrialised services factories with flexible capacity management through quick staffing and de-staffing of a highly specialised workforce, together with specialised tools, templates, and prefabricated code pieces for IT delivery lie at the heart of the ongoing offshore industrialisation revolution.

We hope that you all will enjoy reading this collection.

G. Shainesh