This paper attempts to determine the impact of research and development (R&D) expenditure on the financial sustainability of the IT industry as represented by the IT companies listed on the S&P 500 index. The impact of R&D expenditure on the intermediate variables of marketing performance, gross margin and technological performance is first ascertained. Further, the impact of each of these intermediate variables on financial sustainability, i.e. the return on assets (ROA), is determined. The empirical result shows that financial sustainability is most strongly affected by gross margins, which in turn are strongly impacted on by R&D (Note 1) intensity. R&D expenditure has a positive impact on sales revenues but a negative impact on technological performance. However, technological performance has a positive impact on financial sustainability. The non-availability of the decomposition of R&D expenditure in the annual reports of these companies poses a limitation to our research. Further, the impact of the time lag between the point at which R&D expenditure is incurred and the point at which it starts to contribute to financial sustainability varies from firm to firm, thereby making it difficult to ascertain the impact of R&D on financial sustainability. However, the results from our study pinpoint a very significant relationship between R&D intensity and gross margins. This also forms the backbone of the pricing strategy formulated by IT companies. Further, there is a very significant relationship between gross margins and financial sustainability, which is measured by ROA (Note 2).

Purpose The paper attempts to establish cause and effect between an individual's motivation to learn, workplace learning and the in-role job performance of IT professionals Design/methodology/approach The study uses descriptive design, with a convenience sample of 531 respondents and uses Sobel's test to test for the mediating effect of Workplace learning on an individual’s motivation to learn and in-role job performance Findings It is found that individuals negotiate their own learning and development strategies. If HR designs on workplace learning are well designed, an individual's own motivation may have very little impact on job performance. However, workplace learning initiatives impact job performance very significantly. 10; 10;It was found that Workplace learning interventions significantly impact the relation between an individual’s motivation to learn and in-role performance. Independently, motivation to learn has very little predictability on job performance, but facilitated through workplace learning, it explains 23% of job performance. Work place learning on its own predicts 45% of job performance. An individual's motivation to learn predicts workplace learning by 36%. 10. Practical implications These findings can be used as a guide for HR professionals to negotiate training and learning designs, including informal and incidental learning initiatives in a holistic design. It can be used as a secondary source to build a case for training and learning investment. Originality/value This is one of the first studies that has used Sobel's test for studying the mediation effects of Workplace learning on motivation to learn and in-role job performance of professionals in the Indian IT industry. The statistically significant results are an indication for industry leaders to take an action toward improving the learning architecture of firms using a blended approach to formal, informal and incidental learning interventions.

Project Nirman by SAATH, a Gujarat-based NGO, aimed at empowering and training migrated workmen as masons, carpenters and electricians as per industry requirements. The project was funded by Bosch India Foundation. Although all aspects of the pilot project were successfully tested for sustainability, continuous funding remained a challenge. The project’s protagonist wanted to upscale operations but was facing a dilemma. While exploring options for sustainability on a continuum of dependency to complete self-sufficiency, the protagonist became increasingly aware of roles and identities of each partner in such alliances. Some peripheral dilemmas like challenges in identifying a socially relevant project, upscaling the pilot project, identifying team capabilities for growth and need for value integration by different stakeholders for desired growth were noted. This case closes by questioning on how strategic alliances should be made so that the four partners — government, community, Non-government Organization and corporate — learn to coexist with mutual respect.

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On a Monday morning, after a three-week holiday in Brazil, Rakesh Patel, Chairman of Steel Tubes and Pipes Ltd (STPL), was consolidating his thoughts on the tasks ahead. He was back to work after his first family holiday in many years. Experiencing lovely beaches, football fever, and a leisurely cruise in the Amazon basin had rejuvenated the family. He too was recharged, and ready to take his medium-sized company into, as they say, the next orbit.