Himanshu Joshi

The Department of Pharmaceutic...

Publications

  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: E-learning has become an important tool to impart education. This study examines the awareness and perception of e-learning among Indian students enrolled for a business management course at a premier business school. It is generally perceived that since Indian Institute of Management, Ahmedabad IIM-A is universally acknowledged for its quality of education, the awareness and perception about e-learning would be uniform. This could be attributed to factors like a sound educational background and the exposure to information technology. This study attempts to segment the sample based on the student perception towards e-learning. The results show that the level of awareness and the degree of familiarity with e-learning technologies are high. Three student clusters were found, which split the students into those with 'high motivational & learning propensity', 'neutral motivational & learning propensity' and 'low motivational & learning propensity.' These three clusters were labeled as 'Enthusiastic,' 'Pragmatist,' and 'Unenthusiastic.' Further, it was found that the age of students varied significantly within these three clusters.
    International Journal of Adult Vocational Education and Technology. 10/2012; 3(4):1-13.
  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: There is a growing concern among researchers, decision makers and management practitioners about the right approach to implement Knowledge Management (KM). Although it is difficult to classify an approach as most appropriate, adopting one makes implementation easier. Therefore, to get an understanding of approaches being used by manufacturing and services organizations, a literature survey along with a focus group discussion (FGD) and 10 unstructured personal interviews was conducted. Convenience sampling was used to select the respondents. The present study’s contribution is two-fold. First, it attempts to get a comparative picture of the KM approaches adopted by manufacturing and services organizations, and second, it provides a framework for KM implementation. The results show that KM is more mature in service organizations and there are differences on various KM dimensions which need to be validated through a conclusive study. With knowledge emerging as a key differentiator, the findings hold great relevance for Indian manufacturing and service organizations to help them facilitate their KM journey.
    Vision: The Journal of Business Perspective. 03/2012; 16(1):13-25.
  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: Purpose ‐ E-learning is emerging as a potential delivery medium for education and training. This is evident from the increasing number of educational institutions and organizations adopting e-learning. In India, there has been an upsurge in the number of students going for management education. But, before management institutes embark on this e-learning journey, it is important to assess student readiness for this medium. The purpose of this paper is to examine the awareness levels, degree of familiarity and readiness to accept e-learning environment. Design/methodology/approach ‐ Exploratory study and personal interviews were conducted to design the instrument which was administered to 240 students pursuing management education at the Indian Institute of Management, Ahmedabad (IIM-A), which is a premier business school in India. A total of 154 duly filled questionnaires were used for data analysis. Factor analysis, cluster analysis and chi-square test were carried out to meet the objectives of the study. Findings ‐ Factor analysis resulted in identification of five factors which were given names. Further, two clusters were identified among the respondents. To examine if the cluster profile varied in demographic variables, a chi-square test showed that none of the demographic variables are statistically related to the clusters. Research limitations/implications ‐ The sample was comprised of students of a business school and therefore it may not be representative of all students studying business management. Second, since the sample comprised only 17 female students, generalization of results is difficult. Practical implications ‐ The research holds relevance, as an assessment of prior exposure to technology and comfort level, attitude, behavior and motivation may determine the e-learners' readiness to adopt or not adopt this medium. Originality/value ‐ The paper brings forth student readiness for e-learning as a medium of education in India. This may serve as a guide to those business schools which have started delivering management education or plan to deliver online education in future.
    Campus-Wide Information Systems 01/2012; 29(5).
  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: The concept of knowledge management (KM) and learning involves creation, analysis, storage, dissemination and usage of knowledge for improved decision-making and continuous learning. Learning occurs when knowledge is absorbed and results in action. Organizations do not organically develop into learning organizations (LO); there are usually factors prompting their change. Successful LOs are those which are capable of learning faster than their competitors in development of new product and services, customer responsiveness, managing intellectual capital, processes and technology. Such rapid adaptation requires the efficient and effective use of knowledge.The following paper is based on a research study conducted to gain an understanding of the relationship between the dimensions of KM and LO. Further, we investigate whether there are any significant differences between the relationships that occur in the case of private and public sector organizations in India. A convenience sample of 51 top-level and middle-level executives representing 16 private and public sector organizations participated in this study. The results show that private sector organizations fare better on all dimensions of LO as compared with public sector organizations, although the scores are just satisfactory and there is scope for improvement. We also found that the KM dimensions that we have identified have a positive impact on dimensions of LO, which is consistent with our proposed hypotheses. Finally, the impact of the type of organization, that is public/private, is found statistically insignificant in the relationship between KM and LO. These findings may help decision makers in initiating KM to develop processes for transforming the organization into the LO. Copyright © 2011 John Wiley & Sons, Ltd.
    Knowledge and Process Management 10/2011; 18(4).
  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: Purpose – This paper aims to report the preliminary findings of the difference in learning organization (LO) practices across industries. It also reports the impact of knowledge management (KM) dimensions on LO and whether this impact is different across manufacturing, IT and IT-enabled services (ITES) and power generation and distribution in India. Design/methodology/approach – In this exploratory study, a convenience sample of 51 respondents from Indian manufacturing, IT/ITES and power generation and distribution industries are taken. Based on the literature, a number of hypotheses are formulated and tested to illustrate whether KM and LO practices vary across industry groups. Findings – An inference to the research questions suggests that IT and ITES industry score highest on most of the LO dimensions. Testing of hypothesis reveals that most of the KM dimensions have a positive impact on LO. Type of industry did not have any statistical differential impact on the dimensions of LO in most cases. Research limitations/implications – The study includes 15 responses from ITES and eight from power generation and distribution. A larger sample from these two industries would have been desirable. Practical implications – Findings of the study can serve as input to organizations to integrate the two disciplines by developing KM best practices to create a LO for improving performance. Originality/value – While KM has been studied in the Indian manufacturing, pharmaceutical and IT industries, its comparison across industries has not been carried out.
    The Learning Organization 09/2011; 18(6):501-516.
  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: Purpose – Organization hierarchy plays a crucial role in the effective management of knowledge and learning. Typically, the organization hierarchy includes employees at the top, middle and lower levels. Employees possess a wealth of knowledge but often knowledge-driven learning across organization hierarchies is not uniform due to various factors pertaining to the employees such as their literacy levels, available-time, access to resources, reward and recognition, mindset, level of empowerment etc. This paper attempts to compare how employees at the top and middle level hierarchies in Indian organizations perceive a learning organization (LO). It also attempts to understand how the dimensions of knowledge management (KM) influence LO and tests whether this is significantly different for the aforementioned two hierarchy levels. Design/methodology/approach – A convenience sample of 57 top and middle level executives from India participated in the study. The extent of learning practices was compared and tested for significant differences across the top and middle level hierarchies. Findings – A comparison of the mean scores shows that there is hardly any difference in the way executives at the two levels perceive LO. All the mean scores are below five on a scale of six, pointing to scope for improvement. Further, no statistical difference is found in the mean scores. The impact of KM dimensions on LO was found to be statistically insignificant for the two levels. Most of the KM dimensions were found to positively impact the LO as per the proposed hypothesis. Research limitations/implications – The sample comprises 34 responses from top and 17 from middle level executives. This small sample size can be largely attributed to respondents' reluctance, especially of those from the public sector organizations, to openly share their views. A larger representation of respondents from the middle level hierarchy would certainly enhance the generalization of results. This low response rate has limited the use of the regression analysis technique as against any other powerful explanatory techniques. Practical implications – The findings of this study can provide insights to organizations on the role of hierarchies in the management of knowledge and learning which can, in turn, help in developing best practices to manage the same. Originality/value – The paper addresses the paucity of empirical research done to examine whether top and middle level executives perceive LO differently. It also studies the impact of KM on LO and provides evidence to demonstrate the difference in perception among different hierarchy levels. The value added is in identifying future areas of research by extending this synergy between KM and LO to enhance performance and competitiveness. This approach could be adopted to examine the relationship in different socio-economic contexts and cultures.
    VINE 08/2011; 41(3):334-357.
  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: Knowledge and knowledge driven learning determines the organizational ability to achieve sustainable competitive advantage. To excel in business, organizations need to develop processes that facilitate streamline information flow resulting in enhanced learning. This paper investigates the learning capabilities demonstrated by Indian organizations and for the differences between business excellence awarded and non-awarded organizations. This paper examines the impact of Knowledge Management KM dimensions on Learning Organization LO and tests if the impact is significantly different for these groups. A convenience sample of 57 executives from 16 Indian organizations participated in the study. The results show that organizations awarded for business excellence fare better on all items of LO as compared to non-awarded ones. However, statistical difference is found only in Vision and Strategy and Performance Improvement Process. The results show that most of the KM dimensions have a positive impact on LO dimensions.
    IJKM. 01/2011; 7:68-85.
  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: The changing business scenario worldwide has transformed the way organizations compete and survive in the global marketplace. Globalization has forced economies to re-look at their organizational structures, core competencies, leadership, culture and strategy formulation and implementation. Indian organizations too have undergone transformations to become world class using knowledge as their core competency. An attempt has been made to understand how the various dimensions of Knowledge Management Assessment Tool (KMAT) distinguish between those organizations which have been awarded for business excellence awards and those which have not been awarded or trying to work for this award. A sample of 57 top and middle level executives of 16 private and public sector organizations from India participated in the study.1 The results show that organizations awarded for business excellence fare better on all dimensions of knowledge management as compared to non-awarded ones. Further, t-test is used to identify the statistical differences between the mean scores of the items that constitute each dimension of KMAT. The t-test results reveal that Knowledge Management Process, Culture and Measurement aspects of Knowledge Management are better structured in award-winning organizations. The article also emphasizes on the improvement areas in developing best practices of Knowledge Management for enhancing performance and excellence in business. Since Knowledge Management is a key element for achieving business excellence, the findings of the study can serve as input to organizations for developing knowledge intensive processes to facilitate business excellence.
    Global Business Review 01/2011; 12(2):279-295.
  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: Purpose – The purpose of this paper is to study Knowledge Management (KM) implementation in Indian manufacturing, IT and IT Enabled Services (ITES) and power generation and distribution companies. Various dimensions of KM, namely: process, leadership, culture, technology, and measurement are compared across the three industries to understand the differences in KM practices. Design/methodology/approach – Samples comprised 17 responses from ITES, 32 from manufacturing and eight from power generation and distribution organizations. Convenient sampling scheme was used. The paper reports the findings of the difference in KM practices with respect to the organizations' use of the above mentioned dimensions across the three industries. Findings – The raw mean score of various dimensions for ITES is the highest followed by manufacturing, and power generation and distribution on all except the leadership dimension. However, one way ANOVA results indicate that no significant difference is found for KM process, culture and technology. Statistical difference is found on the remaining two dimensions, namely, leadership and measurement, which are further analysed. Research limitations/implications – The study includes 17 responses from ITES and eight from power generation and distribution. A larger sample from these two industries may enhance generalizability of results. Practical implications – Findings of the study can serve as input to companies from the three industries in developing best practices across KM dimensions for improving performance. Originality/value – While KM has been studied in Indian manufacturing, pharmaceutical and IT industries, its comparison across industries has not been carried out.
    Journal of Knowledge Management 01/2010; 14:708-725. · 1.25 Impact Factor
  • Deepak Chawla, Himanshu Joshi
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    ABSTRACT: Purpose – There is no single way of achieving business success. The concept of knowledge management (KM) builds on the existing management practices, integrating them into a philosophy for improving performance. This paper aims to understand the various dimensions of KM and how they differ in public and private sector organizations in India. It also attempts to identify the dimensions where one sector is better than the other and areas needing improvement. Design/methodology/approach – The paper uses a sample comprising 16 private and public sector organizations. A convenient sampling scheme was used. The extent of KM practices was evaluated with respect to dimensions, namely process, leadership, technology, culture and measurement. Findings – The paper empirically shows that private sector organizations fare better statistically on all dimensions compared to public sector organizations. Although the private sector is ahead of the public sector on the raw mean scores of various dimensions, it has still a long way to go as the scores are below four on a scale of five. The scores are just satisfactory and there is further scope for improvement. Research limitations/implications – The study uses a sample of four public sector organizations and the findings may lack generalization. Therefore, it would be interesting to verify the findings using a larger sample size. Practical implications – The paper can serve as a best practice document for public and private sector organizations interested in adopting KM for improving performance. Originality/value – The paper tries to bring forth concern areas for KM in Indian public and private sector organizations.
    Journal of Knowledge Management 01/2010; 14:811-827. · 1.25 Impact Factor
  • Kaushik Bhattacharya, Himanshu Joshi
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    ABSTRACT: In recent years, increasing importance of active day-to-day asset-liability management by banks and liquidity management by central banks renders that short-term seasonalities in monetary series should be studied minutely. Currency in circulation is a typical example of such a series that displays strong intra-month seasonality. Earlier, the intra-month seasonality in currency in circulation in India had been modeled by dummy variables pertaining to specific days of months (Bhattacharya and Joshi, 2001). The paper reports a parsimonious representation of the Bhattacharya and Joshi (2001) model by approximating the coefficients pertaining to the thirty-one 'day of the month' dummies by a polynomial. The extension is interesting because it provides an example of polynomial approximation of coefficients pertaining to a group of indexed dummy variables, rather than lagged dependent or independent variables as in a standard Almon (1965) scheme. For a degree four approximation, an empirical comparison of the two models reveals marginal difference in explanatory powers and forecasting abilities.
    Indian Economic Review. 01/2002; 37(July):163-174.
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    Kaushik Bhattacharya, Himanshu Joshi
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    ABSTRACT: In the literature, currency in circulation is typically estimated either by specifying a standard currency demand equation based on the theory of transaction or portfolio demand for money or by a univariate time series model. The paper argues that while these approaches work well for low frequency data, their scopes become limited for high frequency series. Using the weekly data of currency in circulation from the year 1992-93 to 1999-2000, the paper proposes an alternative approach of modelling the growth of currency in circulation by incorporating the "day of the month" effect. The estimated equation behaves very well in and out of sample and the prediction performance achieved from the model has been good. Copyright 2001 by Taylor and Francis Group
    Applied Economics Letters 01/2001; 8(9):585-92. · 0.23 Impact Factor

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