Competitiveness of Indian Manufacturing: Finding of the 2001 National Manufacturing Survey

In this paper we present findings of the second national survey on the competitiveness of Indian manufacturing. The paper develops hypotheses on the competitiveness of firms in the manufacturing sector and addresses some key questions on the characteristics of world class firms in India. We analyze the processes and practices that such firms have adopted to become world class. More important, we highlight firm level practices that are preventing Indian firms from becoming globally competitive. The findings point towards three distinct aspects of manufacturing management that define the capabilities of the firm, i.e., strategies related to dynamic control of shop floors, network linkages and innovation. It is found that firms that build distinctive technological and managerial capabilities in these domains are able to compete globally. The paper provides a comparison with manufacturing capabilities of competitors in China and draws lessons for organizing large scale manufacturing. It also provides an assessment of the changes that have happened in manufacturing priorities and strategies in India since our last survey that was conducted in 1997 and highlights the implications of these changes.

An Overview and Examination of the Indian Services Sector

India’s service sector has grown rapidly since the 1990s. Domestic demand for services has increased as incomes have risen, triggering the expansion of industries such as banking, education, and telecommunications. Exports have also increased rapidly, led by information technology and business process outsourcing (IT-BPO). India’s ability to offer low-cost, high-quality IT-BPO services has made it a world leader in this industry. However, employment in services has not grown as quickly as output. The majority of India’s jobseekers are low-skilled, but demand for workers is growing fastest in higher-skill industries. The supply of highly-skilled workers has not kept pace with demand, causing wages to increase faster for these workers than for lower-skilled ones. India’s government has supported the growth of service industries through a mix of deregulation, liberalization, and incentive programs, such as the Software Technology Parks of India. Nevertheless, burdensome regulations, poor infrastructure, and foreign investment restrictions continue to affect service firms’ ability to do business. USITC analysis suggests that additional liberalization would lead to an increase in India’s imports of services

A Critical Evaluation of Indian Government’s Strategies to bridge Digital Divide

Emergence of Information and Communication Technology (ICT) has been a landmark for India. In one way, this sunshine sector has been instrumental in the economic growth of country and has glorified its image in the whole world but on the other end, it has also created a digital divide in our society. BBC's Jill McGivering reports that the IT revolution is only changing some lives in the world's largest democracy. (Bagla,2005) A small section of society is harnessing it fully for their advantage while the masses are even not aware of it. UNESCO report 1998 also stated that for the majority of the world’s population, telephones are a technology beyond reach; food, sanitation and literacy are more urgent needs. How can we reconcile major commitments of energy and funds to ICTs when more basic human needs remain unfulfilled? The conventional, even formulaic, answer to the alleged conflict between investment in ICTs and investment in meeting basic human needs is, "We need to do both. There is no contradiction between ICTs and other critical human and social goals." (Keniston, 2002) ICT sector has potential of reviving the hopes and fortunes of these deprived and hatred section of society. Application of ICT in the form of E-Governance possess the potential to bridge the gulf between the urban 'technology haves' and rural ‘have nots', within and among the countries. (Annan, 2002)

CAHRS hrSpectrum (January - February 2006)

HRSpec06_02.pdf: 166 downloads, before Oct. 1, 2020

Mass-Market Receiver for Static Positioning: Tests and Statistical Analyses

Nowadays, there are several low cost GPS receivers able to provide both pseudorange and carrier phase measurements in the L1band, that allow to have good realtime performances in outdoor condition. The present paper describes a set of dedicated tests in order to evaluate the positioning accuracy in static conditions. The quality of the pseudorange and the carrier phase measurements let hope for interesting results. The use of such kind of receiver could be extended to a large number of professional applications, like engineering fields: survey, georeferencing, monitoring, cadastral mapping and cadastral road. In this work, the receivers performance is verified considering a single frequency solution trying to fix the phase ambiguity, when possible. Different solutions are defined: code, float and fix solutions. In order to solve the phase ambiguities different methods are considered. Each test performed is statistically analyzed, highlighting the effects of different factors on precision and accurac

Private Enterprise for Public Health: Opportunities for Business to Improve Women's and Children's Health

This guide, developed by FSG and published by the Innovation Working Group in support of the global Every Woman, Every Child effort, explores how companies can create shared value in women's and children's health. The document sets out opportunities for multiple different industries to develop new product and services, improve delivery systems and strengthen health systems that can support global efforts to save 16 million women's and children's lives between now and 2015. It particularly notes that companies need not wait for health services to "catch up" with their economic model, but rather they can work proactively to help accelerate change, by partnering with other industries, civil society and the public sector to create collective impact in a specific location. The aim of the guide is to catalyze these transformative partnerships

The World upside down, China's R&D and innovation strategy

Intervention au séminaire "BRICs" du 14 novembre 2011, sur le thème : "La stratégie de Recherche et Développement et l'innovation en Chine "R&D and innovation have become much more strategic than ever before for the growth of China as well as for its global societal upgrade. The Chinese authorities have designed an innovation strategy to face new economic and social challenges. The first part of the paper is focused on the emergence of the policy, in the 2006-2020 Plan for S&T, with a historical perspective explaining the legacy of the past in today's choices. In the second part, we illustrate China's catching up strategy through four sectors (high-speed trains, aeronautics, clean energy, IT) and discuss its potential impact on the world industry.La R&D et l'innovation sont plus stratégiques que jamais pour la croissance de la Chine aussi bien que pour le progrès global de sa société. Les autorités chinoises ont mis en place une stratégie d'innovation pour affronter de nouveaux défis économiques et sociaux. La première partie de ce papier se concentre sur l'émergence de cette politique, dans le Plan de 2006-2020 pour les Sciences et Techniques, avec une perspective historique qui explique l'héritage du passé dans les choix contemporains. Dans la seconde partie, nous illustrons la stratégie de rattrapage de la Chine dans quatre secteurs (les trains à grande vitesse, l'aéronautique, l'énergie propre et technologies de l'information) et discutons de ses impacts potentiels sur l'industrie dans le monde

The Making of the Indian national innovation systems: lessons on the specific characteristics of the domestic and the external co-evolutions of technologies, institutions and incentives.

India is one of the few large economies that have functioning national systems of innovation. It has followed largely a period when self-reliance and selective and guided intervention in the world economy prevailed until the early 1990s when liberalisation of the economy took off. Its economy now is growing at a nearly 8 % of GDP and is seen as an emerging economy on a par with China. The policy makers in India have asked: can India become a developed country by 2020? (see Kalam, 1998). India has tried to apply science and technology to industrialise agriculture and build a modern economy. To this day despite the splendid achievements, India has not escaped from underdevelopment, poverty and inequalities. The specification of the peculiarities and characteristics of India’s system of innovation by taking various indicators is critical to undertake. India’s strategy for building its national system of innovation has borne always a dualistic and lopsided feature in terms of priorities for science and technology selection and foresight, policies for supporting science, technology and innovation, creating institutions and their linkages, knowledge and learning, capability and training, diffusion and incentives. Despite its significant achievements in areas such as building strong industrial and R & D base, establishing a large number of science and technology institutions, and creating large pool of scientists and engineers, the Indian national innovation system has been criticised for its low quality manufactured good, and inability to eradicate poverty. Key issues taken up for this paper are