Organizing the un-Organized? The Rise, Recession and Revival of the Indian Diamond Industry

The Indian diamond industry thrives in the atmosphere of secrecy and informality that envelops the diamond trade and has for long been labeled as an unorganized sector of the economy. However, it resembles a close-knit community composed of thousands of small, medium and large sized CPD ( cut and polished diamonds) units and has grown to become one of the highest foreign exchange earners for the country. The industry exports cut and polished diamonds worth US $ 14 billion annually and enjoys a 95 % market share of the global exports of cut and polished diamond pieces. An in-depth study of the industry reveals that the so called unorganized sector is in fact highly organized and has great potential to offer useful insights to the field of management in terms of new forms of organizing, networking, business processing and for doing international business. This paper presents summary of findings from research conducted in the Indian diamond industry over a period of last four years. Part I includes insights about the remarkable rise, growth and the unique working of the industry. Part II makes use of a case study of a 40 years old large- sized CPD unit to help gain further understanding of the Indian diamond industry. Part III is about the impact of the 2008 global turmoil and of the industry’s revival after a severe recession. The analysis of findings and implications for future research have been discussed.

Emergence of Informal Sector Firms in International Business

This paper highlights the emergence of Informal Sector Firms (ISFs) in international business. Due to increasing size and significance of the informal economy in the global context (particularly emerging markets), we attempt to understand the characteristics and relevance of the ISFs. The globally distributed diamond industry thrives in the atmosphere of secrecy and informality that envelops the diamond trade and has for long been labeled as an unorganized sector of the world economy. However, it resembles a close-knit community, composed of thousands of informal sector firms (ISFs) which exports cut and polished diamonds worth USD 20 billion annually while the collective output of ISFs in an emerging economy (India) enjoys a 95 percent market share of net global exports. It is suggested that due to lack of formal systems, ISFs may be largely influenced by their societal cultures which in turn plays a role in the internationalization of ISFs.

The Behavioral Equivalence of Organizational Culture

Three decades of organizational cultural (OC) studies have seen change in both content and emphasis. This paper presents findings from an extensive review of literature on OC and highlights the relevance of OC with respect to individual, organizational, intra-organizational, industry and external environment related variables. The concept of organizational culture (OC) has traditionally focused on values and beliefs and has been considered to be relatively stable and enduring. But literature is less sanguine about the reciprocal evolution of culture through behaviors. This paper presents a behavioral perspective on OC and contributes to its emerging dynamic aspect. A behavioral model of OC is suggested and propositions are drawn to explain the dynamics involved.

Implications of Global Crisis:Integrate Sustainability with Organizational Culture

Sustainability is an issue of escalating importance as a result of structural changes of organizations which are consolidating, downsizing, merging and outsourcing as well as due to the increasing complexity and unpredictability of the external environment. Understanding, assessing and managing organizational culture can help create both stability and adaptability for organizations, thus helping supportive integration of the sustainability strategy into appropriate organizational behavior. This paper draws from review of literature on the concepts of sustainability and organizational culture in the present context of economic turmoil. The findings suggest that organizational culture moderated by leadership and trust play an important role in sustainability of organizations. A model is thereby proposed depicting the role of organizational culture, leadership and trust towards sustainability of a firm. It is also suggested that organizations can be visualized as manifestations of cultures and future organizations need to integrate sustainability with their organizational culture in order to be prepared for the uncertain socio-economic times

Recent star formation history of the Large and Small Magellanic Clouds

We traced the age of the last star formation event (LSFE) in the inner Large & Small Magellanic Cloud (L&SMC) using the photometric data from the Optical Gravitational Lensing Experiment (OGLE-III) and the Magellanic Cloud Photometric Survey (MCPS). The LSFE is estimated from the main-sequence turn off point in the color-magnitude diagram (CMD) of a region. Extinction corrected turn off magnitude is converted to age, which represents the LSFE in a region. The spatial map of the LSFE age shows that the star formation has shrunk to the central regions in the last 100Myr in both the galaxies. The location and age of LSFE is found to correlate well with those of the star cluster in both the Clouds. The SMC map shows two separate concentrations of young star formation. We detect peaks of star formation at 0-10, 90-100Myr in the LMC, and 0-10, 50- 60Myr in the SMC. The quenching of star formation in the LMC is found to be asymmetric with respect to the optical center such that most of the young star forming regions are located to the north and east. On deprojecting the data on the LMC plane, the recent star formation appears to be stretched in the north-east direction and the HI gas is found to be distributed preferentially in the North. The centroid is found to shift to north in 200-40Myr, and to north-east in the last 40Myr. In the SMC, we detect a shift in centroid of population of 500-40Myr in the direction of the LMC. We propose that the HI gas in the LMC is pulled to the north of the LMC in the last 200Myr due to the gravitational attraction of our Galaxy at the time of perigalactic passage. The shifted HI gas is preferentially compressed in the north during 200-40Myr and in the north-east in the last 40Myr, due to the motion of the LMC in the Galactic halo. The recent star formation in the SMC is due to the combined gravitational effect of the LMC and the perigalactic passage.Comment: Accepted to A&A on August 31, 201