Tag Archives: Business Frontiers

SocialCRM tools selection using Delphi method

Title : SocialCRM tools selection using Delphi method


Gaurav Khatwani

Email ID: g_khatwani@yahoo.co.in

Indian Institute of Management, Rohtak

 Abstract: Various organizations have started adopting SocialCRM tools for their customer relationship management activities. This gives an opportunity to develop technique that can assist organizations in selecting SocialCRM tools based on experts’ decision within organization. While techniques have not been described in details, the focus has been on exploring how business can execute the process of selecting SocialCRM tools based on Delphi study.

This paper must be cited as follows: Khatwani, G. (2014). SocialCRM tools selection using Delphi method. Business Frontiers, 7(1), 1-5.

Keywords: SocialCRM, Delphi, Selection, Prioritization, Ranking

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Deciding Advertising Rates in Online Media – A Practical Guide

Title: Deciding Advertising Rates in Online Media – A Practical Guide

Arpan Kumar Kar
Assistant Professor: Indian Institute of Management Rohtak
Abstract: Deciding the advertising rates for online media can often be very challenging. Most  bloggers and webmasters fall into a dilemma while deciding the advertising rates for websites and blogs. This essentially is a multi-criteria decision making problem and needs a systematic approach  for deciding the rates. This study identifies 8 criteria which may be used for deciding the pricing strategy for any publisher. Further this article provides a systematic approach to decide the best valuation of advertising rates for a web based publishing platform, be it a blog or website

This paper can be cited as follows: Kar, A.K. (2012). Deciding Advertising Rates in Online Media – A Practical Guide, Business Frontiers, 6(1), 1-10.

Keywords: Social Media, Web 2.0, Online Advertisements, Pricing, Rates,

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Demystifying empowered leadership: A CEOs Experiment in developing high performance workplace culture

Title: Demystifying empowered leadership: A CEOs Experiment in developing high performance  workplace culture

 M M Bagali, Professor, Strategic HRM, and Coordinator, research in Management, Jain University CMS Business School campus, Bangalore – 560078, India. Email: mm.bagali@jainuniversity.ac.in

Abstract: During turbulent days, organizations are increasingly seen to innovate ways to manage business. One of these innovations is in the area of developing and managing human resources. Experience has shown that developing human resources often results in achieving a sustained organizational growth. Various strategies are being adopted by business organizations in this regard. One also sees a paradigm shift from an approach understood as ‘welfare approach’ to that of an approach commonly known as the ‘empowerment approach’. This approach of employee empowerment has seen interesting outcomes and hence has been accepted almost all across the world. This paper is an empirical study of Indian industry 1. It highlights some unique strategies adopted for managing human resources in this industry. The efforts have paid large dividends to the company. The workforce is committed as well as efficient. The business organization has succeeded and has been able to achieve global standards. This paper makes an attempt to advocate the cause of employee empowerment and calls upon practitioners to shift their practices from that of welfare orientation to empowerment. The paper also makes an attempt to demystify the concept of employee empowerment.

Key Words: Empowerment; Ownership culture; Leadership; Global Organization

This paper must be cited as: Bagali, M.M., (2013). Demystifying empowered leadership: A CEOs experiment in developing high performance workplace culture, Business Frontiers, 5(1), 1-19.

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Strengthening Rural Management Education in India

Title: Strengthening Rural Management Education in India

Ansu Abraham, Assistant Professor, Xavier Institute of Management, Jabalpur – 482 021, India


Abstract: Rural India is drawing more attention than ever before. To develop rural India, we need rural managers. Institute of Rural Management Anand (IRMA) recognized this need way back in 1979 and started a course in Rural Management. However, at a later stage, realizing the need to meet the growing managerial needs of ‘all types’ of organizations connected with rural economy, management institutions groomed their students to serve them too.This paper reflects certain concerns associated with the present Rural Management Education system, and proposes some changes for its strengthening. The first concern is related to the course curriculum. There is leakage of students from development sector to allied sectors. After completion of RM, most of the students join allied sectors or even mainstream business. Here, the concern is about the quality of workforce joining these sectors. Another concern related to curriculum is the limited rural exposures offered to the RM students. In earlier times, most of the RM Schools offered two rural exposures. But in due course, this tradition has disappeared. This has affected the quality of education. Similarly, the lack of rural exposure to allied specializations such as Agribusiness, Rural Marketing, Rural Finance etc.is also a matter of concern. The second concern is related to the visibility of RM Schools during admissions. At present, the enrollment to RM is also based on CAT, MAT etc. A separate All India level entrance test specifically for RM is the need of hour. Also,the premier institutions are not in the top 20 list of B School rankings, because of the ranking methodology which is tailored for the mainstream business schools. The third concern is related to the leakage of Rural Managers to other business sectors. “Alumni in corporate’ is becoming the thrust for some institutions. ButRural Managers need to serve the Rural Sector. Hence there is need to attract and retain young talents. Several changes need to be brought to the present RM education system to make it attractive and strong. All the proposals which are shared in this paper can be made possible with the support of subject experts, management, faculty and the students. Their combined effort will strengthen the system.But someone has to take the initiative; set an example; and lead.

 Key Words: Rural Management, Rural Managers, Conventional B Schools

This paper must be cited as follows: Abraham, A., (2013). Strengthening Rural Management Education in India. Business Frontiers, 4(1), 1-8.

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Entrepreneurial Resourcefulness -Is it a Function of Gender?

Title: Entrepreneurial Resourcefulness -Is it a Function of Gender?

Dr. Purna Prabhakar Nandamuri

Assistant Professor, Department of Marketing & Strategy, IBS, IFHE University, Hyderabad, INDIA.

E mail ID: prabhakar.nandamuri@ibsindia.org .

ABSTRACT: Fostering positive attitudes towards entrepreneurship is high on the policy agenda of several economies. It is the obligation of the prevailing education system to charge the graduating youth with entrepreneurial orientation. It is appropriate to spot out the influence of the fundamental factors such as age, gender, education, and family income and background   on entrepreneurial orientation. Previous research profoundly concludes that gender plays a major role in entrepreneurial activity and women have less motivation for entrepreneurship. Entrepreneurial behaviour is a function of entrepreneurial resourcefulness. However, the nature of dependence of this trait on the other independent characteristics has not been made explicit or empirically testable to date. The purpose of this study is to determine the impact of the independent variable – gender, on the dependent trait – entrepreneurial resourcefulness, of management students. A sample of 200 final year post-graduate management students are selected randomly from leading management institutes in Warangal region which pass-out around 2000 management graduates every year who face a bleak opportunity for entrepreneurship and look for employment. The responses were tested with ANOVA and t-test with the help of SPSS-19. The findings establish that gender had a profound impact on entrepreneurial resourcefulness. The male group establishes a comparatively stronger preference for resourcefulness than their counterparts. As the generic limitations of time and money confine the generalizability of the findings, further research of a larger sample with wider geo-cultural background may help to establish the findings.

KEYWORDS: Entrepreneurial orientation, entrepreneurial resourcefulness, Demographic factors, Gender, Management students. Post-Hoc Analysis.

 This paper can be cited as follows: Nandamuri, P.P. (2013). Entrepreneurial Resourcefulness – Is it a Function of Gender?, Business Frontiers, 3(1), 1-13.

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