indian railways scope and opportunities for research
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Indian railways scope and opportunities for research. B.V.L.Narayana Railway staff college. Introduction. Restricted to research in management Management Young growing field Research Fragmented Dispersed Disaggregated Pluralistic Positivist dominated. Management research. - PowerPoint PPT PresentationTRANSCRIPT
Indian railways Indian railways scope and opportunities for scope and opportunities for
researchresearchB.V.L.NarayanaB.V.L.Narayana
Railway staff collegeRailway staff college
IntroductionIntroduction
Restricted to research in Restricted to research in managementmanagement
Management Management Young growing fieldYoung growing field Research Research
FragmentedFragmented DispersedDispersed DisaggregatedDisaggregated PluralisticPluralistic Positivist dominatedPositivist dominated
Management researchManagement research
Management researchManagement research Started with studies in public Started with studies in public
domaindomain More focus on private domainMore focus on private domain Western oriented—US dominantWestern oriented—US dominant New focus on orient/ eastNew focus on orient/ east
Is a function of Is a function of Volume of business activitiesVolume of business activities Variation in business activitiesVariation in business activities
Indian railwaysIndian railways
Large organizationLarge organization Geographical spreadGeographical spread Multiple sub contexts within common Multiple sub contexts within common
contextcontext Large number of systemsLarge number of systems
High volume of variation in activitiesHigh volume of variation in activities In public domain, service orientationIn public domain, service orientation mix of oriental and western culturemix of oriental and western culture Great history of achievementsGreat history of achievements Old organizationOld organization Human resource dominant yet Human resource dominant yet
technology dependenttechnology dependent
GIGANTIC DIMENSIONS OF IRGIGANTIC DIMENSIONS OF IR63,500 ROUTE KILOMETERS63,500 ROUTE KILOMETERS48,000 COACHING VEHICLES48,000 COACHING VEHICLES
7,900 LOCOMOTIVES7,900 LOCOMOTIVES2.22 LAKH WAGONS2.22 LAKH WAGONS
7133 BLOCK STATIONS 7133 BLOCK STATIONS 14.20 LAKH WORK FORCE14.20 LAKH WORK FORCE
RS. 618 MILLION EXPENDITURE ON RS. 618 MILLION EXPENDITURE ON STAFF PER DAYSTAFF PER DAY
RS. 1171 MILLION REVENUE RS. 1171 MILLION REVENUE EXPENDITURE DAILYEXPENDITURE DAILY
Scope for researchScope for research
Management research Management research Needs accumulation, integration of theoryNeeds accumulation, integration of theory Cross discipline researchCross discipline research
Three streams likely Three streams likely (Volberda and Elfring 2003)(Volberda and Elfring 2003) Organization levelOrganization level
Boundary conditionsBoundary conditions ConfigurationsConfigurations Routines Routines cultureculture
Individual levelIndividual level CapabilitiesCapabilities Motivation Motivation
Community levelCommunity level Communities of practiceCommunities of practice
Boundary conditionsBoundary conditions
Organizational formsOrganizational forms Wide variation in organizational Wide variation in organizational
forms seenforms seen Consistency of main organizational Consistency of main organizational
structurestructure Matrix organization– mixed M formMatrix organization– mixed M form Other formsOther forms
Evolution of formsEvolution of forms Organizational cultureOrganizational culture Flexibility Flexibility
Capabilities Capabilities
Resource allocationResource allocation RAP modelRAP model
strategy as iterative resource allocationstrategy as iterative resource allocation
Strategic resource/ factorsStrategic resource/ factors Technology evolutionTechnology evolution
Technology adaptationTechnology adaptation
Models of capability developmentModels of capability development Dynamic capabilitiesDynamic capabilities LearningLearning Strategy as learningStrategy as learning
Configurations Configurations
Organizational performanceOrganizational performance Strategy implementation Strategy implementation
Frame worksFrame works Process modelsProcess models Implementation capabilities as SCAImplementation capabilities as SCA
As systemsAs systems Autopoietic systemsAutopoietic systems Self generationSelf generation adaptabilityadaptability
Configurations Configurations
Learning systemsLearning systems Absorptive capacityAbsorptive capacity Knowledge management Knowledge management
FrameworksFrameworks Link with performanceLink with performance Cognitive architecturesCognitive architectures
Stake holder theoryStake holder theory Stewardship Stewardship OCB or Public service motivationOCB or Public service motivation
Strategy as timeStrategy as time
Time Time an important variable in researchan important variable in research Part of processual studiesPart of processual studies
RailwaysRailways Consistent performance over 150 yearsConsistent performance over 150 years
Research on Research on SCASCA ImplementationImplementation Evolution of formsEvolution of forms Learning Learning
Individual levelIndividual level
Work place conditionsWork place conditions Interaction between work place Interaction between work place
and family conditionsand family conditions Motivation Motivation
Linkage to performanceLinkage to performance Transfer of trainingTransfer of training Individual level learningIndividual level learning
Scope for research Scope for research
Scope in railwaysScope in railways LARGELARGE Huge variation in topicsHuge variation in topics Large repository of dataLarge repository of data
Conducive to quantitative and Conducive to quantitative and qualitative methodsqualitative methods
Ideal for processual studiesIdeal for processual studies Organizational need for researchOrganizational need for research
Easy accessEasy access Collaborative effort possibleCollaborative effort possible
Community levelCommunity level
Do railway men form a Do railway men form a community?community? If yes –howIf yes –how How does it impact How does it impact
Transfer of skills , capabilities, Transfer of skills , capabilities, learninglearning
Creation of social capitalCreation of social capital Formation of networks and their Formation of networks and their
workingworking
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