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

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.

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

South Asian Journal of Human Resources Management ◽

10.1177/23220937211013266 ◽

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.

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

Asian Case Research Journal ◽

10.1142/s0218927511001460 ◽

2011 ◽

Vol 15 (01) ◽

pp. 37-62 ◽

Cited By ~ 1

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.

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An approach for experiment evaluations for multiple harvests crops based on non-linear regression

Horticultura Brasileira ◽

10.1590/s0102-0536-20210302 ◽

2021 ◽

Vol 39 (3) ◽

pp. 250-257

Author(s):

Alessandro Dal’Col Lúcio ◽

Maria Inês Diel ◽

Bruno G Sari

Keyword(s):

Linear Regression ◽

Growth Models ◽

Fruit Production ◽

Production Cycle ◽

Total Production ◽

Biological Processes ◽

Production Potential ◽

Non Linear ◽

Using Data ◽

The Moment

ABSTRACT Biologically based growth models can be an alternative in identifying the productive response of multiple harvest vegetables. By interpreting the estimates of the parameters of the models, it is possible to estimate the total production, the rate of fruit production, and the moment when the crop reaches its maximum production potential. Besides, by estimating confidence intervals, these responses can be compared between genotypes or between different treatments. Therefore, the purpose of this manuscript is to present a literature review, and a detailed step-by-step, to interpreting the evolution of the production cycle of vegetables with multiple harvests crops based on non-linear regression. All the requirements that must be met in this type of analysis were presented in detail based on non-linear regression, providing the necessary steps for this type of analysis in details. Demonstration is given using data from strawberry cultivation along with the associated R scripts and interpretation of analysis output in material supplemental. This approach can allow for more relevant inferences than standard means analyses through better examination and modeling of the underlying biological processes.

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Parameter estimation in the context of non-linear longitudinal growth models

Methods in Human Growth Research ◽

10.1017/cbo9780511542411.010 ◽

2004 ◽

pp. 234-258 ◽

Cited By ~ 2

Author(s):

R. Darrell Bock ◽

Stephen H. C. du Toit

Keyword(s):

Parameter Estimation ◽

Growth Models ◽

Longitudinal Growth ◽

Non Linear

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Information technology outsourcing and architecture dynamic capabilities as enablers of organizational agility

Journal of Information Technology ◽

10.1177/0268396218816271 ◽

2019 ◽

Vol 34 (2) ◽

pp. 129-159 ◽

Cited By ~ 3

Author(s):

Forough Karimi-Alaghehband ◽

Suzanne Rivard

Keyword(s):

Information Technology ◽

Dynamic Capabilities ◽

It Services ◽

Organizational Agility ◽

It Architecture ◽

Simple Rules ◽

It Department ◽

Information Technology Outsourcing ◽

High Level ◽

Case Data

Grounded in the dynamic capabilities perspective, our study addresses the question of how information technology outsourcing capabilities can interact with other IT strategic capabilities to enable organizational agility through the ongoing reconfiguration of IT solutions. To answer our question, we built on the notion of microfoundations that undergird the high-level dynamic capabilities of sensing, seizing, and reconfiguring. Adopting a theory elaboration approach, we studied the case of a firm evolving in a turbulent environment, which had outsourced the quasi-totality of its IT services and had a mature IT architecture. From the case data, we specify two types of microfoundations: repeatability-related microfoundations (i.e. processes) and ability-related microfoundations (i.e. IT department structure, skills, simple rules, and communications) that undergird either information technology outsourcing dynamic capabilities or IT architecture dynamic capabilities. We propose a model that outlines how the interaction between repeatability-related microfoundations, supported by ability-related microfoundations, enables the reconfiguration of IT solutions. Our study also elucidates how a firm can follow a logic of opportunity enabled by their IT outsourcing and IT architecture dynamic capabilities.

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Strategic orientations and performance of young ventures

Management Decision ◽

10.1108/md-04-2017-0351 ◽

2019 ◽

Vol 58 (4) ◽

pp. 666-686 ◽

Cited By ~ 3

Author(s):

Krishna Chandra Balodi

Keyword(s):

Dynamic Capabilities ◽

Business Environment ◽

Strategic Orientation ◽

Hierarchical Regression ◽

Research Approach ◽

Content Type ◽

Technological Turbulence ◽

Strategic Orientations ◽

And Performance ◽

The Uk

Purpose Considering that entrepreneurial orientation (EO) and market orientation (MO) are antecedents of firm performance, and that technological turbulence (TT) and competitive intensity (CI) are present in different degrees in the business environment, the purpose of this paper is to address the following question in the context of young ventures: What is the contingent effect of TT and CI on MO–performance and EO–performance relationships? Design/methodology/approach This paper follows a deductive research approach. First, the literature on strategic orientation, opportunities, and dynamic capabilities (DCs) view are reviewed to formulate hypotheses. Then moderated hierarchical regression analysis is used on data collected from entrepreneurs/top managers of a multi-country (India and the UK) sample of young ventures. Findings The results of this study provide empirical evidence to the argument that both EO and MO, when looked from the universal approach, positively affect young ventures’ performance. The results show that young venture should consider environmental contingencies while choosing a strategic orientation. For resource-starved young ventures, EO is beneficial when the environment is intensely competitive, and MO is advantageous when the environment is technologically turbulent. Originality/value This study relies on the literature on opportunities and DCs view to arrive at hypotheses specific to young ventures. The paper empirically tests the assertions, finds support for the majority of them and reports unbiased estimates of the coefficients. It also clarifies the contrary observation made by some researchers in their study of orientation–performance relationship.

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A comparison of non-linear growth models for fisheries

Fisheries Research ◽

10.1016/0165-7836(91)90104-n ◽

1991 ◽

Vol 11 (2) ◽

pp. 143-154 ◽

Cited By ~ 4

Author(s):

Carol Pawlak ◽

R. Choudary Hanumara

Keyword(s):

Linear Growth ◽

Growth Models ◽

Non Linear

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Search engine marketing and social media marketing predictive trends

Journal of Digital Media & Policy ◽

10.1386/jdmp_00036_1 ◽

2020 ◽

Author(s):

Brighton Nyagadza

Keyword(s):

Social Media ◽

Search Engine ◽

Global Scale ◽

Marketing Strategies ◽

Digital Marketing ◽

Social Media Marketing ◽

Survey Method ◽

Research Approach ◽

Search Engine Marketing ◽

Continuous Dynamic

The research purpose of this article was to analyse the search engine marketing and social media marketing predictive trends that are occurring both regionally in Africa and on a global scale. The motivation for the study was to offer pragmatic advice to business practitioners in crafting digital marketing strategies by leveraging search engine marketing and social media marketing trends. In terms of research methodology, a systematic literature survey method and an inductive research approach were applied. Social media concepts were critically analysed and evaluated to determine their link to the current research focus area. The main literature findings showed that the main trends include the use of Accelerated Mobile Pages, micro-vlogging, voice search, blogging and social messaging. In the continuous dynamic digital landscape, marketers need to embrace the art of doing business by adopting new search engine marketing and social media marketing techniques. With this in mind, it is important for corporations to utilize social media for the development of marketing strategies. The viral power of social media makes it more attractive to businesses promoting their products to target markets. The article also provides an intuitive apprehension of the predictive trends in digital marketing, which are vital for developing an agile stance to outwit rivals in blue oceans.

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