“Opt out” or kept out? The effect of stigma,structure, selection,and sector on the labor force participation of married women in India

Using the 61st and 68th rounds of National Sample Survey data, we investigate the role of stigma, the economy’s structure, potential selection bias, and sectoral differences in explaining the low labor force participation (LFP) of middle and secondary educated women in India relative to low‐ and high‐educated women (the “U‐shape”). Estimating LFP regressions on a sample of prime‐aged married women, we show that, controlling for background characteristics, if a woman’s husband works in a white‐collar job in a region with a high share of blue‐collar jobs, she is less likely to participate in the labor market (stigma). We also find a positive effect of an increase in an index of white‐collar job growth (structure) on married women’s LFP. These effects are present in both rural and urban sectors but are strongest in the rural sector. However, middle and secondary educated women are still found to have substantially lower LFP than low‐ and graduate‐educated women in both sectors. Indeed, over time, the U‐shape persists in the rural sector and deepens in the urban sector. Because unobservables are quite large in the urban sector, we use the method of instrumental variables and find an increasing return at middle levels but stagnation at higher levels.     

Impact of effective construction planning in project performance improvement

Quality & Quantity - Project performance of the construction sector can be significantly improved by proper project planning and scheduling. A divergence opinion is included in this area which...     

Softlifting: A model of motivating factors

Softlifting (software piracy by individuals) is an unethical behavior that pervades today's computer dependent society. Since a better understanding of underlying considerations of the behavior may provide a basis for remedy, a model of potential determinants of softlifting behavior is developed and tested. The analysis provides some support for the hypothesized model, specifically situational variables, such as delayed acquisition times, and personal gain variables, such as the challenge of copying, affect softlifting behavior. Most importantly, the analysis indicated that ethical perception of softlifting has no significant affect on softlifting behavior. These findings suggest major implications for both software manufacturers and academicians attempting to reduce piracy behavior through ethics instruction.Penny Simpson is an assistant professor of marketing at Northwestern State University in Natchitoches, Louisiana. She has published articles in several regional and national proceedings.Debasish Banerjee is an assistant professor of computer information system at Northwestern State University. He has published several articles in national and regional proceedings and is currently working on several articles concerning ethics and computing personnel.Claude Simpson is an associate professor of computer information systems at Northwestern State University. He has published numerous articles in journals and proceedings, several monographs, and is currently working on his third textbook.     

The fantastic India-Pakistan battle

The India-Pakistan battle is not concerned with history. Instead it is concerned with the future of ‘reconstructed’ pasts, with myths that frame the fate of South Asia as it enters the twenty-first century. India cannot even conceive of itself, or even develop a self-definition of itself, without reference to Pakistan—even though that reference is often to an imaginary, fantasized Pakistan. Pakistan returns the courtesy. The plain fact is that the myths and histories, cultures and traditions, and visions and aspirations, of these countries are so tied up together that it is meaningless not just to talk about the one without any reference to others, but even to imagine them as distinctively different nation-states. All South Asian states are modern constructions and as such are imaginary entities, artificially constructed and bound to fixed geographical boundaries.     

Asset pricing for inefficient markets: Evidence from China and India

Over last four decades, evidence of market inefficiencies has been widely documented by several scholars for all major stock markets in the globe. Chinese and Indian markets are not exempt. Inefficiencies in these markets are described by many authors as roots of all mispricing. Mispricing might be the outcome of application of familiar asset pricing models which may mislead an investor into adopting inappropriate policies for his new investments or for reallocating his old investments. In an alternative approach, we propose a transformation on original market returns in the objective of relaxing the strong assumption of market efficiency behind application of an asset pricing model. This modification will widen the scope of rational models on asset pricing ranging from an efficient to an inefficient market.     

New Product Development: Impact of Project Characteristics and Development Practices on Performance

Concurrent product development process and integrated product development teams have emerged as the two dominant new product development (NPD) “best practices” in the literature. Yet empirical evidence of their impact on product development success remains inconclusive. This paper draws upon organizational information processing theory (OIPT) to explore how these two dominant NPD best practices and two key aspects of NPD project characteristics (i.e., project uncertainty and project complexity) directly and jointly affect the NPD performance. Contrary to the “best practice” literature, the analysis, based on 266 NPD projects from three industries (i.e., automotive, electronics, and machinery) across nine countries (i.e., Austria, Finland, Germany, Italy, Japan, Korea, Spain, Sweden, and the United States), found no evidence of any direct impact of process concurrency or team integration on overall NPD performance. Instead, there is evidence of negative impact of the interaction between project uncertainty and concurrent NPD process and positive impact of the interaction between project complexity and team integration on overall NPD performance. Moreover, the study found no evidence of any direct negative impact of project uncertainty or complexity on overall NPD performance as suggested in the literature, but found evidence of a direct positive relationship between project complexity and overall NPD performance. The practical implications of these results are significant. First, neither process concurrency nor team integration should be embraced universally as best practice. Second, process concurrency should be avoided in projects with high uncertainty (i.e., when working with unfamiliar product, market, or technology). Finally, team integration should be encouraged for complex product development projects. For a simple product a loosely integrated team or a more centralized decision process may work well. However, as project complexity increases, team integration becomes essential for improved product development. There is no one‐size‐fits‐all solution for managing NPD projects. The choice of a product development practice should be determined by the project characteristics.     

Evaluating Product‐Centric Continuous Improvements: Impact on Competitive Capabilities and Business Performance

Product‐centric continuous improvements (CIs) are actions via which firms modify the design of a product after the start of its production and release into the market. Product‐centric CIs are initiated to help build competitive capabilities and sustain competitive advantage throughout the product life cycle. This study complements the perspective pervasive in the extant literature that actions related to product‐centric CIs can be disruptive to firms and be associated with negative performance consequences. It investigates a topic that is relatively much less researched, namely the upside potential of product‐centric CIs. The empirical analysis is based on data collected from 144 plants in the United States representing process and discrete part manufacturing industries. Specifically, the study analyzes the impact of product‐centric CIs on competitive capabilities and business performance. The results of the empirical analysis indicate the following: First, there exist two categories of product‐centric CIs: (1) actions for quality improvement and (2) actions for cost reduction. Second, while there is a positive association between each type of CI and the intended competitive capability, there also is a trade‐off—i.e., actions for quality improvement increase quality capability but reduce cost capability, and vice versa. Third, there is a strong linkage between business performance and quality capability, but not cost capability. All in all, the study presents empirical evidence that product‐centric CIs have a significant impact on competitive capabilities related to quality and cost, and, in turn, have an impact on business performance. From the standpoint of practice, the study suggests that product‐centric CIs should be managed to develop competitive capabilities and improve business performance.     

Interorganizational processes in buyer–supplier dyads: An information intensity perspective

In an increasingly global business environment, organizations interact with partners, suppliers and customers who are geographically spread and exchange information regularly. Without a robust information technology infrastructure, the speed and effectiveness of this information exchange is limited. Business-to-business (B2B) electronic business applications are a class of interorganizational information systems (IOIS) that facilitate such information exchange arising out of interorganizational processes (IOPs). The success of any e-business initiative depends on the successful implementation and the actual use of such IOIS. This study uses the concept of information intensity (II) to identify the information sharing requirements arising from IOPs, thus presenting opportunities for B2B Web site use, with specific reference to organization-specific customer-facing and supplier-facing IOIS. We use data from four buyer–supplier dyads, eight medium- to large-scale organizations in the Indian context and identify a generic set of dominant IOPs in buyer–supplier interactions. Through these we present the sources of II in IOPs along three dimensions – complexity, uncertainty and ambiguity which influence the feature set in the IOISs. We conclude with implications for IOIS design, implementation and use.