Creeping Tiger, Soaring Dragon: India, China and Competition in Information Technologies

Chaudhuri, Anindya

doi:10.2139/ssrn.1906780

Cited by 5 publications

(8 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Lastly, in a recent analysis of policies and progress in ICT utilization between China and India, a 2-way case-study comparison informs many aspects of their differences not possible within the present book's research framework (Chaudhuri 2012). Chaudhuri's analysis is helpful in understanding deeply how the two nations diverged greatly in the ICT realm.…”

Section: Review Of Prior Comparative Studies Of the Digital Dividementioning

confidence: 89%

“…This success is ascribed to a supply chain that emphasizes and encourages domestic suppliers, with stress on high volume of production at low cost (Chaudhuri 2012). 5.…”

Section: Review Of Prior Comparative Studies Of the Digital Dividementioning

confidence: 99%

“…Hence India lacks the strong domestic supply chains of China and accordingly has higher costs (Chaudhuri 2012). Hence India lacks the strong domestic supply chains of China and accordingly has higher costs (Chaudhuri 2012).…”

Section: Review Of Prior Comparative Studies Of the Digital Dividementioning

confidence: 99%

“…Hence India lacks the strong domestic supply chains of China and accordingly has higher costs (Chaudhuri 2012). The latter have primarily served the burgeoning China domestic market but are beginning to look outwards as well and threaten to compete with India on cost (Chaudhuri 2012). Although presently worldwide outsourcing leaders, the firms confront higher costs if they move upmarket, and further face the looming threat of Chinese outsourcing firms.…”

Section: Review Of Prior Comparative Studies Of the Digital Dividementioning

confidence: 99%

See 3 more Smart Citations

The Global Digital Divides

Pick

Sarkar

2015

Progress in IS

View full text Add to dashboard Cite

Section: Review Of Prior Comparative Studies Of the Digital Dividementioning

confidence: 89%

“…This success is ascribed to a supply chain that emphasizes and encourages domestic suppliers, with stress on high volume of production at low cost (Chaudhuri 2012). 5.…”

Section: Review Of Prior Comparative Studies Of the Digital Dividementioning

confidence: 99%

Section: Review Of Prior Comparative Studies Of the Digital Dividementioning

confidence: 99%

Section: Review Of Prior Comparative Studies Of the Digital Dividementioning

confidence: 99%

See 2 more Smart Citations

The Global Digital Divides

Pick

Sarkar

2015

Progress in IS

View full text Add to dashboard Cite

“…Based on World Bank and Forbes data for the period 2000-2010, Chaudhuri (2012) found that Indian and Chinese information technology industry were different in nature. China's IT sector, prone to manufacturing, had significantly bigger domestic software industry than India.…”

Section: Review Of Literaturementioning

confidence: 99%

Trends and determinants of IT-BPM exports in India

Malik

Velan

2016

JSTPM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to present an overview of trends of Indian information technology and business processing management (IT-BPM) sector and to analyse the determinants of IT-BPM sector during the period 1991-2014. Design/methodology/approach The study is based on annual data collected from National Association of Software and Service Companies and Department of Electronic and Information Technology for the period 1991 to 2014. The methodology adopted for studying the objectives are simple averages, percentages, ratios, growth rates, graphs prepared on the basis of data from the IT-BPM sector and regression analysis. Trends and patterns in key variables, such as total revenue, domestic revenue, export revenue, employment and exports of the IT-BPM sector have been examined. Factors influencing IT-BPM export growth have been analysed using ordinary least square multiple regression model, with growth rates of gross domestic product (GDP), labour productivity, exchange rate and previous year’s export, as the explanatory variables. Findings The export revenue from IT-BPM sector increased continuously over the years, at an average growth rate of 36.60 per cent during the period 1991 to 2014. Similarly, domestic revenue of IT-BPM sector also increased, but at a lower growth rate. This is because domestic market in India is captured by multinational giants against Indian firms, which do not possess full comparative advantage in the case of IT-BPM sector. Indian firms are producing low skill activities required for production, mainly concentrated only in the export sector. Direct employment, excluding hardware from IT-BPM sector, has grown at an average rate of 18.08 per cent over the study period. The determinants of IT-BPM exports indicated previous year’s export demand to be significantly contributing the highest to export growth rate. This was followed by GDP growth rate, implying that overall growth of the economy leads to significant increase in export growth. Increased labour productivity followed next in significantly encouraging export growth. Research limitations/implications Generalization of the results may not be possible, as Indian conditions and policies vary. Practical implications The paper has implications for the expansion of domestic market, diversification of trade and products, innovations for increasing competitiveness and sustainability in the global market in the wake of stiff competitions from new competitors. Originality/value This paper focuses on originality in analysis of determinants of export growth.

show abstract

References

2013

Asia in the Global ICT Innovation Network

View full text Add to dashboard Cite

Creeping Tiger, Soaring Dragon: India, China and Competition in Information Technologies

Cited by 5 publications

References 40 publications

The Global Digital Divides

The Global Digital Divides

Trends and determinants of IT-BPM exports in India

References

Contact Info

Product

Resources

About