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Indian Indigenous Management Research ���Jugaad concept as a heuristic tool to define the indigenous practices in a hybrid Indian management

Master Thesis Colloquium By: Chintanpal Singh

+Presentation overview

n  Objective: n  Research background

n  The problem

n  The need for Indigenous research

n  Research framework

n  Research question

n  Methodology

n  Findings and conclusion

n  Managerial Implication and future research

+objective

Indian Situation

•  Tremendous boon in the economy •  Attractive market •  Rise of Indian companies

The problem

•  Western companies failed to capture market leadership •  Dominated by Western management theories •  Lack of local management concepts

Need of indigenous

research

•  Answers to local phenomenon •  Understand the Indian management •  Improve universal corporate strategies

+Research framework

context

•  Indian management

phenomenon

•  Jugaad behaviour

Local knowledge

•  Jugaad concept

New dimensions and implication

+Research questions

Does the Indian indigenous concepts help to better understand the Indian

management?

How and to what extent does the Jugaad concept have

influence on the management practices?

How do the Indian companies remain competitive, when exposed to unpredictable business environments?

Indian management

+Methodology

sampling

Snowball sampling Convenience sample

Data collection

Primary data •  Semi structured interviews

Secondary data •  Journals, records, desriptive sources

Research approach

Grounded theory Emic-as-emic

+Data analysis (Open Coding): Code categories

•  Six principals of Jugaad in Management

•  Reason of existence

•  Sources

•  Indian influence

• Western influence

• Growth of Indian companies

• Constraints

Indian business

environment

Local behaviour

Jugaad influence in

management

Definition of Jugaad

+Code Category findings – 1

n  Indian business environment n  Growth of Indian companies

n  Globalization through India’s market reform

n  Dependency on human capital n  Innovation

n  Constraints

n  Leadership and job experience crunch

n  Business Environment turbulences

n  Shortage of resource

Indian companies amplified growth

despite constraints

+Code Category findings – 2

n  Local Behaviour n  Indian influence

n  Leadership style for motivation

n  Social relationships for doing business

n  Time minimization

n  Western influence

n  Management knowledge

n  Management structure

n  Data analysis and documentation

Jugaad is a heuristic tool to capture the hybridity

perspective of Indian management

+Code Category findings- 3

n  Impact and extent of Jugaad in Management n  Impact from six principals of Jugaad

n  Extent of Jugaad by company type i.e. Indian foreign subsidiary, Indian private company and Indian Joint venture

n  Jugaad definition in Indian management

n  Reason for existence and adoption n  To tackle constraints and adapt to the Indian business

environment

n  Sources n  Best used when: Short term solutions to a constraint,

Make quick decisions, Initiate creativeness, Situational leadership, Remain competitive

+conclusion Indian business environment

•  Indian indigenous concepts have helped to overcome constraints

• ability to adjust the management practices according to the changes

Indian Management

•  Jugaad explores the hybridity perspective of Indian management

• Local work behaviours are better understood by emic explanations

•  Indian practices to tackle short-term constraints and western for long term constraints

Jugaad in companies

•  Jugaad is stronger in Indian private companies

• Survial strategy •  Innovative thinking

process in constraints • Higher the business

constraints, higher is the influence of Jugaad

+Managerial implications

n  Managers need to integrate indigenous practices in their existing corporate business models

n  Utilizing Jugaad indigenous knowledge can help to develop strong HRM practices

+Future research

Source: Tsui (2004, p. 502)

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Thank you for your attention !

+Bibliography n  Birtchnell, T. (2011). Jugaad as systematic risk and disruptive

innovation in India. Contemporary South Asia , 357-372.

n  Bryman, A., & Bell, E. (2011). Business Research Methods. New york: Oxford University Press Inc.

n  Jackson, T. (2013). Reconstructing the Indigenous in African Management Research: Implication for International management studies in a Globalized world. Management International Review , 13-38.

n  Li, P. P. (2012). Toward an integrative framework of indigenous research: The geocentric implications of Yin-Yang Balance. Asia Pacific Journal of Management , 849–872.

n  Radjou, N., Prabhu, J., & Ahuja, S. (2012). Jugaad innovation: Think frugal be flexible, generate breakthrough growth. San Francisco,: Jossey-Bass.

+Bibliography

n  Tsui, A. S. (2004). Contributing to Global Management Knowledge: A Case for High Quality Indigenous Research. Asia Pacific Journal of Management , 21, 491-513.