Internal GIG Ecosystem in IT/ITeS Organisations for Non-linear Growth

2021 ◽  
pp. 232209372110132
Author(s):  
Debolina Dutta ◽  
Prem Mirchandani ◽  
K. P. Anasha
Keyword(s):  
Employee Satisfaction ◽  
Linear Growth ◽  
Growth Models ◽  
Global Scale ◽  
Growth Trajectory ◽  
It Services ◽  
Industry Growth ◽  
It Service ◽  
Significant Contributor ◽  
Non Linear

The Indian IT/ITeS industry is a significant contributor to India’s GDP and has had an impressive growth trajectory. However, it continues to be plagued with talent shortages, managing employee satisfaction, growth aspirations and reducing attrition. COVID-19 has presented an unprecedented opportunity for IT service organisations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand-supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. We propose a model of ‘Internal Gig’ worker (I-GIG) for the IT services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the workanywhere, anytime and leverage talent availability on a global scale.

scholarly journals The Emerging New Order: Exploring New Ways to Build an Internal Gig Employment System for IT/ITES Organizations

2021 ◽  
Author(s):  
Debolina Dutta ◽  
Prem Mirchandani ◽  
Anasha Kannan Poyil
Keyword(s):  
Dynamic Capabilities ◽  
Growth Models ◽  
Global Scale ◽  
Service Organizations ◽  
New Order ◽  
Research Approach ◽  
It Services ◽  
Industry Growth ◽  
Non Linear ◽  
Employee Attrition

The IT/ITeS industry has had an impressive growth trajectory over the past two decades. However, it continues to be plagued with talent shortages, managing employee satisfaction, and growth aspirations while trying to reduce employee attrition. COVID-19 has presented an unprecedented opportunity for IT Service organizations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand–supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. Based on the self-determination theory and the dynamic capabilities framework, we propose a model of “Internal Gig” worker (I-GIG) for the IT Services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the work-anywhere, anytime, and leverage talent availability on a global scale. We adopt a qualitative research approach to understand the mechanisms to institutionalize internal gig working, the potential issues such a system may face, and then suggest an internal and external enabling framework that organizations need to adapt to support internal gig work.

Bucking the Trend: A Look at Zyme Solutions' Non-linear Business Model for IT Services from India

2011 ◽  
Vol 15 (01) ◽  
pp. 37-62 ◽  
Author(s):  
D.V.R. Seshadri
Keyword(s):  
Business Model ◽  
Service Provider ◽  
Business Models ◽  
Linear Growth ◽  
High Tech ◽  
Data Service ◽  
It Services ◽  
Software Companies ◽  
Non Linear ◽  
Vertical Market

The case describes XGen Technologies (name disguised), an India-based IT Enabled Services (ITES) company having to grapple with the issues of linear growth. The company's headcount had touched a whopping 40,000 and managing such a large setup was becoming a severe challenge, putting immense pressure on Partha Sen, the CEO, to adopt an innovative business model to sustain historical growth rates of revenue and profitability. This situation was similar to what most Indian ITES companies faced: they had been clocking impressive growth, yet there were concerns about the future. The case then describes some of the strategies that software companies have been adopting in order to achieve greater non-linearity in their business. In particular, the case concentrates on Zyme Solutions, Inc., a fully outsourced hosted data service provider to the high-tech vertical market, which has built as a non-linear business from the ground up, without the legacy of the linear business models to contend with. Students are put in the place of Partha Sen, having to decide on an approach that established companies like XGen could adopt to transit to a non-linear model.

A comparison of non-linear growth models for fisheries

1991 ◽  
Vol 11 (2) ◽  
pp. 143-154 ◽  
Author(s):  
Carol Pawlak ◽  
R. Choudary Hanumara
Keyword(s):  
Linear Growth ◽  
Growth Models ◽  
Non Linear

scholarly journals Validity Test of Forecast Error of Wheat Yield through Non-Linear Growth Models in Bihar

2018 ◽  
Vol 7 (11) ◽  
pp. 321-326
Author(s):  
Awdhesh Kumar ◽  
Mahesh Kumar ◽  
Mrinmoy Ray ◽  
Avinash Kumar ◽  
Shweta Kumari ◽  
...  
Keyword(s):  
Linear Growth ◽  
Growth Models ◽  
Forecast Error ◽  
Wheat Yield ◽  
Validity Test ◽  
Non Linear

scholarly journals Prediction of COVID ‐19 active cases using exponential and non‐linear growth models

2020 ◽  
Author(s):  
Chandrakanta Mahanty ◽  
Raghvendra Kumar ◽  
Brojo Kishore Mishra ◽  
D. Jude Hemanth ◽  
Deepak Gupta ◽  
...  
Keyword(s):  
Linear Growth ◽  
Growth Models ◽  
Non Linear

Comparison of Non-linear Growth Models to Describe the Growth Behaviour of Deccani Sheep

2018 ◽  
Vol 7 (4) ◽  
pp. 490-494 ◽  
Author(s):  
Yogesh C. Bangar ◽  
Vinu S. Lawar ◽  
Ravindra G. Nimase ◽  
Charudatta A. Nimbalkar
Keyword(s):  
Linear Growth ◽  
Growth Models ◽  
Growth Behaviour ◽  
Non Linear

Examination of plant length, dry stem and dry leaf weight of bitter vetch[Vicia ervilia (L.) Willd.] with some non-linear growth models

2016 ◽  
Author(s):  
Adil Bakoglu ◽  
Senol Celik ◽  
Kagan Kokten ◽  
Omer Kilic
Keyword(s):  
Logistic Model ◽  
Linear Growth ◽  
Growth Models ◽  
Gompertz Model ◽  
Leaf Weight ◽  
Bitter Vetch ◽  
Non Linear ◽  
Plant Length

In this study, the ais is to determine the best model for plant length, dry stem and dry leaf weight in different species of bitter vetch by using non-linear growth models. In the study, IFVE 3977-SEL 2802, HAT-14, IFVE 3977-SEL 2802 and Mardin Population bitter vetch species were used as materials. Bertalanffy, Logistic, and Gompertz models were used. At the end of the study, the best models identifying plant length of bitter vetch Logistic in IFVE 3977-SEL 2802 species and Bertalanffy model in IFVE 3351-SEL 2804, HAT-14 and Mardin Population species. Dry stem weight was identified best with Logistic model in IFVE 3977-SEL 2802 and HAT-14 species, Bertalanffy model in IFVE 3351-SEL 2804 and Gompertz model in Mardin population species. Dry leaf weight was identified best with Gompertz model in IFVE 3977-SEL 2802 and Mardin Population, Logistic model in IFVE 3351-SEL 2804 and HAT 14 species.

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