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The IUP Journal of Business Strategy

Sep'16
Focus

Mergers and Acquisitions (M&As) have become the order of the day and strategy
literature is replete with works on the benefits of M&As. Most empirical works suggest that the acquired company benefits while the acquirer usually ends up acquiring greater problems in comparison to opportunities.
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Organizational Fit and Acquisition Outcome: A Test of a Mediated Structural Model in Related Acquisitions Among Indian Firms
50
Why Do Firms Relocate Headquarters?: An Examination of Stable and Dynamic Industries
50
Progress Card of the Indian Automobile Industry
50
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Organizational Fit and Acquisition Outcome: A Test of a Mediated Structural Model in Related Acquisitions Among Indian Firms

--Siddhartha S Brahma and Haimanti Chakraborty

The linkage between the organizational fit and the post-acquisition outcome has long been debated in the literature. In normative sense, they should have a positive relationship. However, research in this area is scant and substantive conclusion is yet to be drawn. To examine whether the above relationship could be mediated by the sociocultural outcome of the integration process, a mediated structural model was hypothesized and was tested in a sample of 115 related acquisitions in India. The results supported the indirect effect of organizational fit on the post-acquisition outcome via sociocultural integration outcome. Implications of the findings are drawn and possible further research directions are outlined.

© 2016 IUP. All Rights Reserved.

Article Price : Rs.50

Why Do Firms Relocate Headquarters?: An Examination of Stable and Dynamic Industries

--Elzotbek Rustambekov and Ramesh Mohan

This conceptual paper looks at dynamic capabilities as a specific type of knowledge that is geographically localized. Dynamic capabilities are knowledge-based processes that are developed over time by means of interactions among a firm’s resource bundles and capabilities. Dynamic capabilities enhance a firm’s capacity to leverage resources and organizational processes to increase profitability. Corporate headquarters were selected as a unit of analysis because of their knowledge-intensive nature. Empirical evidence suggests that just over 5% of headquarters relocate every year and that the reasons for the relocations go beyond tax incentives. It is argued that the geographical proximity of headquarters causes spillover of operational knowledge during interactions between managers. This operational knowledge includes various routines and contains dynamic capabilities. This paper links studies on dynamic capabilities and studies on geography of knowledge and headquarter relocations. The information gathered can help to explain why corporate headquarter relocations take place, and how firms may increase profitability by moving their headquarters to a location favorable to building particular dynamic capabilities.

© 2016 IUP. All Rights Reserved.

Article Price : Rs.50

Progress Card of the Indian Automobile Industry

--Vibha Tripathi and K B Rao

The automobile industry currently contributes 22% of the manufacturing GDP and 7% of the country’s GDP. The Indian auto industry has left behind many other auto manufacturers with an annual production of 23.96 million vehicles in the financial year 2015 and is going to be the third largest in the world by 2020. With strong backward and forward linkages, the automobile sector has been identified as one of the sunrise industries in the manufacturing sector. Post 2000, important policies and programs like auto policy 2002 which allowed 100% FDI, Automotive Mission Plan 2006-2016, NATRIP, NEMMP and the very recent launch of “Make in India” program have changed the growth dynamics of the automobile sector. Therefore, the paper attempts to study the growth trends of automobile industry post 2000 in terms of CAGR, and percentage change over the years for three parameters, namely, production, sales and exports. The findings of the study clearly suggest an upward trend in growth during 2001 to 2014 in the two-wheeler and passenger vehicle segment in the Indian automobile industry.

© 2016 IUP. All Rights Reserved.

Article Price : Rs.50

 
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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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