The Impact of Trade and Domestic Policy Reforms in India

Chadha, Rajesh; Deardorff, Alan V.; Pohit, Sanjib; Stern, Robert M.

doi:10.3998/mpub.15464

Cited by 6 publications

(5 citation statements)

References 3 publications

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“…Indeed, the context of the study is an important variable when researching the impact of wellbeing. The Indian manufacturing sector is going through a period of rapid organizational change through restructuring and downsizing to compete with global challenges (Chadha et al, 1998). The impact of the process of liberalization and globalization on employee wellbeing, and consequently their commitment towards organizations, might be the subject of further empirical research.…”

Section: Limitationsmentioning

confidence: 99%

Employee wellbeing, control and organizational commitment

Jain

Giga

Cooper

2009

Leadership & Org Development J

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Section: Limitationsmentioning

confidence: 99%

Employee wellbeing, control and organizational commitment

Jain

Giga

Cooper

2009

Leadership & Org Development J

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“…With regard to India, the country is one of the fastest advancing economies in the world. Economic reforms, such as opening of international trade and foreign investment, have moved the Indian economy into an advancing phase of development (Chadha et al , 1998). As a result of this general market liberalization, beginning in the 1990s, India began to experience workplace change similar to that experienced by western countries in the 1980s.…”

Section: Introductionmentioning

confidence: 99%

Relating CEO leadership behavior and organization culture in the Indian context

Frantz

Jain

2017

LODJ

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Purpose The purpose of this paper is to examine the relationship between CEO leadership behavior and the culture of the organization within the context of Indian organizations. Design/methodology/approach Two five-scale questionnaires were completed by senior executives (n=485) who have interaction with their CEO. The first instrument captured the executives’ perspective of their CEO’s leadership behavior along six dimensions (People Centric, Global Ambitions, Opportunity Sensing, Visionary, Exemplary, and Dependable). The second instrument captured the executives’ perspective of their organization’s culture along six dimensions (Results Focused, Talent Development, Employee Empowerment, Equity and Fairness, Open Communication, and Decentralization). These data were analyzed using factor analysis, correlation analysis, and least-squares regression. Findings A correlation analysis indicates that a significant relationship exists between several aspects of CEO leadership behavior and characteristics of the organizational culture. Regression analysis indicated that the overall CEO leadership behavior prominently explains (R2=0.397) the organization’s culture. Notably, two CEO dimensions, People Centricity and Global Ambition, were found to have an exceptionally high degree of association with the culture of the organization. Research limitations/implications There is consistency between findings from western academic leader-culture research and the same in the Indian work setting. Practical implications Findings of this study can serve as a guidepost for the selection of leaders in an organization. Originality/value There is a scarcity of leader-organization research involving national culture features; the Indian context is fundamental to this study and is called for by the growing presence of India-born leadership in western organizations.

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“…Similarly, Forbes (2019) and Borio and Filardo (2007) also highlight the integration of countries in global supply chains (GVCs), playing significant role in dynamics of domestic inflation. Another strand of literature, using CGE modelling, evaluates not only direct import price transmission to domestic prices but also indirect effects via inputs to producer prices (Chadha et al, 1997;Ganesh-Kumar & Panda, 2009;Siddig & Grethe, 2014). The CGE model captures multiple price transmission channels as well as second-order effects in the value chain that determine final consumer price.…”

Section: Related Literaturementioning

confidence: 99%

Dynamics of Price Transmission: Evidence from India’s Import Basket

Choudhry

Narayanan

Anshul

2023

Foreign Trade Review

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This article uses granular information on trade flows between India and its trading-partners to estimate the impact of price changes on the import basket in general. We first investigate whether a change in world prices at the commodity level triggers a reorganisation of trading partners. Second, we examine the degree of transmission of world prices to Indian import prices. Lastly, we look at whether India imports less from countries that charge a higher markup on a product. Our results indicate that a change in world prices does not significantly change the set of importing countries. Using the country–product level price changes, we find a higher degree of transmission as compared to the world prices. This provides an important policy implication. In order to determine how the transmission of world prices to import prices works, we need to pay attention to the product price changes in the partner countries rather than focusing on the world prices. Lastly, we find that India imports less of a particular product on average from a country that charges a higher markup for that product relative to the average export prices charged by that country. JEL Codes: F14, F60, F02, Q27

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The Impact of Trade and Domestic Policy Reforms in India

Cited by 6 publications

References 3 publications

Employee wellbeing, control and organizational commitment

Employee wellbeing, control and organizational commitment

Relating CEO leadership behavior and organization culture in the Indian context

Dynamics of Price Transmission: Evidence from India’s Import Basket

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