Innovation driven ecosystem for quality skill development in India

Abstract

Purpose The purpose of this paper is to investigate and analyze the challenges of quality skill development in complex and large economies like India and develop innovative processes of improving employability. Design/methodology/approach The problem areas and gaps have been identified through literature survey and published reports by governmental agencies on employability and quality skill development in India. The research focuses on prevalent challenges for large-scale skill development and utilizes TRIZ (Russian acronym for “Theory of Inventive Problem Solving”) for finding innovative solutions to the grand challenge of employability. Findings The applied research methodology in the paper leads to a model for the “Innovation driven ecosystem for quality skill development” and also defines the role and responsibilities of each stakeholders in the ecosystem. Research limitations/implications Solutions derived through TRIZ are qualitative in nature. The actual implication of solution needs to be tested after implementation. Further, intangible costs incurred, and harmful and useful effects cannot be easily quantified. Practical implications The parameter mapping for the TRIZ matrix was undertaken in this paper and this methodology when applied to other problem statements renders an organized process for improving total quality and innovative process management. The inventive principles were applied to find solution to contradictions and arrive at an integrated ecosystem which binds all stakeholders efficiently, to generate higher employability. The innovative solutions derived through the process are applicable to policy makers, researchers and practitioners. Social implications The process of improving employability through quality skill development, benchmarked by the TRIZ methodology can have far reaching social implications. Originality/value The research extends the body of knowledge of TRIZ modeling concepts in areas other than engineering, and depicts a unique total quality methodology which can be easily applied for other problem-solving contexts. The contribution can serve as a reference technique/tool for improving reliability and quality through a methodical process of working out innovative solutions to solve operational problems.

Critical success factors determining performance of cross‐border acquisition: Evidence from the African telecom market

“…https://orcid.org/0000-0002-0843-6162 Ganzaroli et al, 2016;Makri et al, 2010;Pehrsson, 2006 C5-C2 The acquirer's absorptive capacity supports knowledge management Y The acquiring company's absorptive capacity helps to create and develop new information and knowledge to enhance company efficiency and product development Dhir et al, 2019;Dhir & Dhir, 2018;Kostopoulos et al, 2011 C5-C7 The acquirer's absorptive capacity supports postacquisition performance Y The absorptive capacity of the acquirer firm deploys the acquired resources and enhances the innovation capacity of the affiliated firms Barkema & Schijven, 2008;Lei & Hitt, 1995;Shrotriya & Dhir, 2018 C6-C1 National cultural difference is positively associated with organizational learning capability Y National cultural difference creates continuous learning opportunities within the organizations Bhagat et al, 2002;Björkman, Stahl, & Varra, 2007;Hofstede, 1983 C6-C2 National cultural difference is negatively associated with knowledge management Y National culture affects the knowledge sharing strategy, effectiveness, and policies within the organizations Bhagat et al, 2002;Dhir et al, 2019 Note: Only justified and transitive links (Y) are revealed to reduce the size of the table.…”

Business Analytics Adoption in Firms: A Qualitative Study Elaborating TOE Framework in India

“…Especially in India's context, the inadequate knowledge of analytics among Indian managers was found to be a factor causing low adoption of analytics (Xavier et al 2011). At a macro level, there is a lack of structured skill development ecosystem in India and therefore this restricts employability of people and innovations (Shrotriya et al 2018). This gap in the human resource competency can significantly limit the organization gain of international competitiveness from BA in a dynamic business environment.…”

Global marketplace strategy and choice of interaction after termination of international joint venture

“…Foreign firms adopting transnational strategy attempt to gain global competitiveness rather than focusing on a single market or region. IJVs significantly contribute in the achievement of global competitiveness for foreign firms pursuing transnational strategy (Gugler, 1992;Hynes & Mollenkopf, 2008) and allows foreign partner to depend upon the domestic firm for local resources (Lee, Chen, & Kao, 1998;Madhok & Tallman, 1998), network (Goerzen, 2007;Kemp & Ghauri, 2008;Parameswar, Singh, Malik, & Dhir, 2018;Shrotriya & Dhir, 2018) and knowledge (Culpan, 2008;Park, Vertinsky, & Becerra, 2015) and also act as a source to gain location-specific and transaction-specific assets (Das & Teng, 2000a;Hennart, 1988;Kogut, 1988). In case of transnational strategy, the domestic firm plays a dual role in IJV by contributing resources as well as extending support to minimize capital investment to control cost.…”