Organizational and Talent attributes of the Indian IT industry

Abstract

Purpose This study is a comparative organizational analysis of the four subsectors of the Indian information technology (IT) industry, namely, IT service (ITS), business process outsourcing (BPO), software products services (SPS) and engineering and R&D (ER&D). The purpose of this paper is to empirically identify the cross-sectorial attributes, organizational characteristics and the talent best suited to it. Design/methodology/approach Data were collected using a qualitative research design with semi-structured interviews of 17 industry experts. Findings Findings suggest there are differences in the internal organization of each subsector and this influences the talent attracted toward it. ITS and BPO are perceived as customer driven sectors where technology is an enabler to facilitate smooth functioning of customer operations. Conversely, technology is the core factor that drives SPS and ER&D. Similar observations and differences in the design, environment, individual motives and competencies are identified. The study also identified the inter-relationships between organizational characteristics, task and social structures in the IT industry using Perrow’s organizational theory. Research limitations/implications The findings identify contextual dimensions and shared patterns that exist between the subsectors. At the same time, it distinguishes each subsector in terms of observable and objective characteristics. Significantly, the study highlights the inter-relationships between technology, task, raw material, goal and social interactions. However, the authors stop short of framing hypotheses to test the relationships identified here. Originality/value This cross-sectorial study delineates between the four subsectors and provides a foundation for pursuing future investigations in the right direction. This attempt to systematically analyze and compare all the subsectors of the IT industry simultaneously is a distinctive approach. The sectorial diversity suggests a need for talent management practices that will fit the unique characteristics of each subsector.

How does the power dynamics in the information technology outsourcing supply chain influence supplier's talent retention: a multiple case study

“…The second theme focusses on the work characteristics of supplier employees on employees' turnover intentions, including role clarity, workload, goals and challenging tasks (e.g. Cherian and Kamalanabhan, 2019; Luftman and Kempaiah, 2007). The third theme, often taking the supplier firms' perspective, pays more attention to identifying organisational factors that are associated with talent retention.…”

“…However, a review of existing studies identifying contextual factors influencing supplier firms' talent retention revealed an intra-organisational bias (e.g. Chawla, 2020; Cherian and Kamalanabhan, 2019). External factors such as industry background and host country culture are only sparingly addressed (e.g.…”

High-performance work systems in Russian and Indian IT companies

“…The IT sector in India emerged in 1967 at Mumbai and achieved the significant growth within 1970-2000. It witnessed the start of software exports, the setting up of software technology parks along with the evolution of offshore companies and the entry of foreign multinational corporations [Cherian, Kamalanabhan, 2019].…”

“…At the same time, Indian IT companies expect from the applicants a high level of technical expertise as well as professional flexibility, learning agility and customer orientation. Meanwhile, the talented professionals require from the employers not only an attractive salary and benefits, but also continuous learning, career and professional growth opportunities, challenging tasks [Cherian, Kamalanabhan, 2019]. Overall, although there is a large pool of local labor for the Indian IT industry, the competencies of most of them are still lacking by international standards [Thite, Budhwar, Wilkinson, 2014].…”

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