Pub Date : 2020-01-01DOI: 10.1177/2277975219859778
Sangeeta Devanathan
The concept of luxury is relative in nature and the perceived luxuriousness of a brand is influenced by a number of subjectivities. In the Indian context, the history of colonization and the dominance of Western cultures for the past many decades have created a preference for luxury brands of Western origin, which is reflected in the perceptions of luxuriousness of the brand. However, the ‘Westernization’ of the Indian society is intertwined with a milieu of traditions and cultures which are strongly embedded in ‘Indian-ness’, where, consumptions linked to the Indian cultural traditions and celebrations create a distinction between products that have their origins in Indian culture versus those that stemmed from the Western world. This study compares the perceived luxuriousness of Western brands (LV and Hermes) to Indian luxury brands (Sabyasachi and AND) and examines the effect of the cultural origins of a product in the context women’s fashion, where a saree is seen as a product that originates from Indian culture, vis-à-vis evening dresses, which are perceived as a primarily Western concept. The results of the study reveal that though the perceived luxuriousness of Western brands is higher than those of Indian origin, there is a clear moderating effect of the cultural origin of the product. Western brands attempting to occupy the luxury space in products which have their cultural origins in India (example Hermes marketing sarees) are perceived as being less luxurious than Indian brands present in the same product category (Sabyasachi sarees). The reverse was also found to be true, where Indian luxury brands attempting to create a space for themselves in products which are considered to be of Western origins were perceived to be less luxurious than brands their Western counterparts.
{"title":"Indian Consumers’ Assessment of ‘Luxuriousness’: A Comparison of Indian and Western Luxury Brands","authors":"Sangeeta Devanathan","doi":"10.1177/2277975219859778","DOIUrl":"https://doi.org/10.1177/2277975219859778","url":null,"abstract":"The concept of luxury is relative in nature and the perceived luxuriousness of a brand is influenced by a number of subjectivities. In the Indian context, the history of colonization and the dominance of Western cultures for the past many decades have created a preference for luxury brands of Western origin, which is reflected in the perceptions of luxuriousness of the brand. However, the ‘Westernization’ of the Indian society is intertwined with a milieu of traditions and cultures which are strongly embedded in ‘Indian-ness’, where, consumptions linked to the Indian cultural traditions and celebrations create a distinction between products that have their origins in Indian culture versus those that stemmed from the Western world. This study compares the perceived luxuriousness of Western brands (LV and Hermes) to Indian luxury brands (Sabyasachi and AND) and examines the effect of the cultural origins of a product in the context women’s fashion, where a saree is seen as a product that originates from Indian culture, vis-à-vis evening dresses, which are perceived as a primarily Western concept. The results of the study reveal that though the perceived luxuriousness of Western brands is higher than those of Indian origin, there is a clear moderating effect of the cultural origin of the product. Western brands attempting to occupy the luxury space in products which have their cultural origins in India (example Hermes marketing sarees) are perceived as being less luxurious than Indian brands present in the same product category (Sabyasachi sarees). The reverse was also found to be true, where Indian luxury brands attempting to create a space for themselves in products which are considered to be of Western origins were perceived to be less luxurious than brands their Western counterparts.","PeriodicalId":43330,"journal":{"name":"IIM Kozhikode Society & Management Review","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2277975219859778","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48215084","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-01DOI: 10.1177/2277975219865683
Nele De Gersem
Indian companies have become very important in the global business world. Since the 1990s, this fact has received increasing attention from researchers, popular writers and consultants. Besides legal issues and economic facts, cultural difference is a recurring item in this literature. More specifically, the focus is on the Indianness of the Indian way of doing business. This article is a first step towards the process of examining two of the alleged aspects of this Indianness—one is paternalism and the other is hierarchy.
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Pub Date : 2019-05-10DOI: 10.1177/2277975219851909
{"title":"List of Reviewers for IIM Kozhikode Society & Management Review","authors":"","doi":"10.1177/2277975219851909","DOIUrl":"https://doi.org/10.1177/2277975219851909","url":null,"abstract":"","PeriodicalId":43330,"journal":{"name":"IIM Kozhikode Society & Management Review","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2019-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2277975219851909","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46623663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-05-10DOI: 10.1177/2277975218784812
Dr. S Singh
Kyle Gray, The Story Engine: An Entrepreneur’s Guide to Content Strategy and Brand Storytelling without Spending All Day Writing. Fresno, CA: CreateSpace Independent Publishing Platform, 2017, 254 pp. ISBN-13: 978–1546424581, ISBN-10:15642458X.
{"title":"Book review: Kyle Gray, The Story Engine: An Entrepreneur’s Guide to Content Strategy and Brand Storytelling without Spending All Day Writing","authors":"Dr. S Singh","doi":"10.1177/2277975218784812","DOIUrl":"https://doi.org/10.1177/2277975218784812","url":null,"abstract":"Kyle Gray, The Story Engine: An Entrepreneur’s Guide to Content Strategy and Brand Storytelling without Spending All Day Writing. Fresno, CA: CreateSpace Independent Publishing Platform, 2017, 254 pp. ISBN-13: 978–1546424581, ISBN-10:15642458X.","PeriodicalId":43330,"journal":{"name":"IIM Kozhikode Society & Management Review","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2019-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2277975218784812","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42997456","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1177/2277975219836502
P. Baag, Kavitha P, Ashutosh Sarkar
The drawbacks in the service operations of the Indian public sector banks include high cost per employee and lower service quality compared to private and foreign banks. This article for the first time confirms the application of lean thinking for process improvement of service operations in an Indian public sector bank through ‘value stream mapping’. The article uses action research methodology and two case studies that describe the process and outcomes of the action research to achieve the objective of studying the applicability of lean thinking and lean tools in process improvement of bank branches. The results of introducing lean thinking in the branches of the public sector bank in India were efficiency improvements through lower wait time for customers and lower stress levels for employees, besides increased customer satisfaction, profit and business—factors which justify and support the use of lean thinking in banks.
{"title":"Application of Lean Tool for Process Improvement of Bank Branches","authors":"P. Baag, Kavitha P, Ashutosh Sarkar","doi":"10.1177/2277975219836502","DOIUrl":"https://doi.org/10.1177/2277975219836502","url":null,"abstract":"The drawbacks in the service operations of the Indian public sector banks include high cost per employee and lower service quality compared to private and foreign banks. This article for the first time confirms the application of lean thinking for process improvement of service operations in an Indian public sector bank through ‘value stream mapping’. The article uses action research methodology and two case studies that describe the process and outcomes of the action research to achieve the objective of studying the applicability of lean thinking and lean tools in process improvement of bank branches. The results of introducing lean thinking in the branches of the public sector bank in India were efficiency improvements through lower wait time for customers and lower stress levels for employees, besides increased customer satisfaction, profit and business—factors which justify and support the use of lean thinking in banks.","PeriodicalId":43330,"journal":{"name":"IIM Kozhikode Society & Management Review","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2277975219836502","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44903180","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-21DOI: 10.1177/2277975219836536
S. Subramanian
The existing corporate governance literature focuses on a principal–agent model or a principal–principal model which demonstrate two-way conflicts. This study seeks to understand the emergence of a three-way principal–agent–principal conflict between the controlling/promoter shareholder, the professional manager and the minority shareholders in emerging market family-controlled firms which are professionalizing their management. Using the case study method, this article proves that in the listed emerging market firms, the professional manager gets empowered under a specific internal governance structure as the institutions of external governance become effective. This leads to a three-way principal–agent–principal conflict between the controlling/promoter shareholder, the professional manager and the minority shareholders. A principal–agent–principal model in the emerging markets changes the very basics of corporate governance framework and opens up new research avenues in the field of corporate governance. The evolvement of the three-way conflict might call for unique regulations to deal with corporate governance problems in the emerging markets.
{"title":"The Emergence of Principal–Agent– Principal Model in India: The Case of Infosys Ltd","authors":"S. Subramanian","doi":"10.1177/2277975219836536","DOIUrl":"https://doi.org/10.1177/2277975219836536","url":null,"abstract":"The existing corporate governance literature focuses on a principal–agent model or a principal–principal model which demonstrate two-way conflicts. This study seeks to understand the emergence of a three-way principal–agent–principal conflict between the controlling/promoter shareholder, the professional manager and the minority shareholders in emerging market family-controlled firms which are professionalizing their management. Using the case study method, this article proves that in the listed emerging market firms, the professional manager gets empowered under a specific internal governance structure as the institutions of external governance become effective. This leads to a three-way principal–agent–principal conflict between the controlling/promoter shareholder, the professional manager and the minority shareholders. A principal–agent–principal model in the emerging markets changes the very basics of corporate governance framework and opens up new research avenues in the field of corporate governance. The evolvement of the three-way conflict might call for unique regulations to deal with corporate governance problems in the emerging markets.","PeriodicalId":43330,"journal":{"name":"IIM Kozhikode Society & Management Review","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2019-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2277975219836536","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43806650","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-03-22DOI: 10.1177/2277975219825508
Vikas Arya, Hemraj Verma, D. Sethi, R. Agarwal
The purpose of this article is to analyse consumers’ attachment behaviour to a particular brand due to its perceived authenticity. The study aims to identify the relationship of brand authenticity with the consumers’ brand attachment behaviour in the presence of online brand communities (OBCs) built on social networking vehicles. The descriptive research was conducted on 354 Indian respondents and the findings were then analysed using SPSS 22.0 and AMOS 24.0. The analysis revealed that consumers’ brand attachment is fairly very high when the brand is perceived as genuine and authentic. Further, the relationship between brand authenticity and consumers’ brand attachment behaviour is moderated by the presence of OBCs. Therefore, companies should be attentive towards developing an authentic product in order to catch the consumers’ buying inclination and should consider to have their presence on communities and forums over social networking sites. This article is novel in the sense that it provides an understanding about the impact of perceived brand authenticity on brand attachment behaviour. Authenticity of the product articulates the consumers’ desire to discover meaning and purpose in their lives and is a process of living out one’s set of strongly held personal attachment with the brand.
{"title":"Brand Authenticity and Brand Attachment: How Online Communities Built on Social Networking Vehicles Moderate the Consumers’ Brand Attachment","authors":"Vikas Arya, Hemraj Verma, D. Sethi, R. Agarwal","doi":"10.1177/2277975219825508","DOIUrl":"https://doi.org/10.1177/2277975219825508","url":null,"abstract":"The purpose of this article is to analyse consumers’ attachment behaviour to a particular brand due to its perceived authenticity. The study aims to identify the relationship of brand authenticity with the consumers’ brand attachment behaviour in the presence of online brand communities (OBCs) built on social networking vehicles. The descriptive research was conducted on 354 Indian respondents and the findings were then analysed using SPSS 22.0 and AMOS 24.0. The analysis revealed that consumers’ brand attachment is fairly very high when the brand is perceived as genuine and authentic. Further, the relationship between brand authenticity and consumers’ brand attachment behaviour is moderated by the presence of OBCs. Therefore, companies should be attentive towards developing an authentic product in order to catch the consumers’ buying inclination and should consider to have their presence on communities and forums over social networking sites. This article is novel in the sense that it provides an understanding about the impact of perceived brand authenticity on brand attachment behaviour. Authenticity of the product articulates the consumers’ desire to discover meaning and purpose in their lives and is a process of living out one’s set of strongly held personal attachment with the brand.","PeriodicalId":43330,"journal":{"name":"IIM Kozhikode Society & Management Review","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2019-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2277975219825508","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44600263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-01-21DOI: 10.1177/2277975218807277
A Amarender A. Reddy, Mehjabeen
There are about 585 Agricultural Produce Market Committee (APMC) markets which were linked to Electronic National Agricultural Market (eNAM) in 14 states in India by 2018. There was a slow but definite increase in the adoption of eNAM by the stakeholders. There has been no detailed study so far on the impact of eNAM on prices received by farmers and bottlenecks faced in introducing this e-market platform in the existing markets. This article fills this research gap. The econometric results show that there has been an increase in prices received by the farmers and more markets have linked to eNAM due to the introduction of e-auction. Other benefits of eNAM include timely online payment of sale proceeds to the farmer’s bank account and reduced chances of collusion among traders. However, on the flipside, due to lack of quick assaying facilities, participation of distant traders has not picked up, which has resulted in no significant increase in competition. There is a need for increasing the participation of the stakeholders through formation of farmers groups, private sector participation in the maintenance of eNAM, convincing the traders and commission agents to use eNAM and linking warehouses and rural periodical markets to eNAM to increase the scale, scope and efficiency of market operations.
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