NEWSLETTERVol. XIV Nos. 09-10

May 2007

Indian Institute of Management,

INTERNATIONAL COLUMN

RESEARCH PUBLICATIONS

Rao, D. Tripati. 2007. India: Political Inclusiveness and Electoral Dividendsin the State of Uttar Pradesh, Asian Analysis, Australian National University,forthcoming June 2007.

Symbolism apart, BSP’s thumping win vis-a-visthe bizzare decimation of the two mainstreampolitical parties, the Congress and the BJP,notwithstanding the play of identity politics, hasradical implications for the future politicaldiscourse of India. By broadening the scope ofpolitical ‘inclusiveness’ through the ‘bottom up’of political process, the BSP strategicallymaneuvered pre-poll embracement of Brahmins(Upper Caste), quite contrary to its earlierhatredness, which ultiamtely paid rich dividends.Therefore, BSP’s win is much more and far beyond‘sweeping wave’, ‘emotive appeals’ and anti-incumbency. Though UP still exhibits a degreeof caste-based loyalty, political parties can notafford to milk purely on the basis of traditional

‘loyalty’ vote basin. The message is very clear –political parties cannot dilly-dally with electoralpromises rather must put the ‘development’agenda at the centre stage. Indeed, thechallenge in the days ahead is to design andimplement a comprehensive ‘development’package addressing agriculture and industrialsector for refurbishing the economically ailingstate with abysmal three per cent growth againstmore than six per cent all-India growth. Thelongevity of BSP government will willy-nillydepend on not merely addressing the upliftmentof larger Dalits to which it represents but insatisfying the diverse interest groups under theumbrella of ‘comprehensive’ developmentagenda.

Ali, Jabir, Singh, Surendra and Safdar, Muhammad. 2007. High-ValueAgriculture and Structural Changes in Indian Meat Industry: Implications forAgribusiness and Small Farmers. Journal of Food Distribution Research, 38(1):1-9.

This paper analyses temporal growth in highvalue agriculture in India with special focus toemerging meat industry and assesses the factorsaffecting the same. Sustained economic growth,increase in percapita income, increasingurbanization and increased awareness on health& nutrition are fuelling rapid growth in thedemand for high value food commodities likefruits, vegetables, milk, meat, eggs and fish. Theshare of high value commodities in totalagricultural output has significantly increased

during 1980-81 to 2003-04 and meat & meatproducts and eggs are becoming one of theimportant segments in high value agriculturewith comparatively high growth potential. Asmajority of livestock for meat production arereared by landless, marginal and smallhouseholds in rural India, the growth in meatindustry gives an opportunity to enhance socio-economic conditions of these resource poorhouseholds.

Saji, K.B. and Mukundadas, V. 2007. Corporate Social Marketing and theProcess of Building Corporate Brand Equity: The Case of Malayala Manorama.Paper presented and (published in the refereed proceedings of) the AnnualIIMK International Conference on ‘Marketing and the Society’ held at IIMKozhikode during April 8-10, 2007.

Building corporate brand equity for one’s own isconsidered as one of the most importantgovernance responsibilities by most of theIndian companies today. This paper is an attemptby the authors to identify the factors that drivethe process of corporate brand equity buildingup via the societal marketing route. For theexploration purpose, it has been decided to use

the case study method. To start with, the authorsattempted to capture and document aninteresting initiative by the Malayala Manoramagroup of publications, the largest newspapernetwork (in terms of reach and readership)operating from the South Indian state of Kerala.The paper reported the preliminary outcomes ofthis study.

CONFERENCE PAPERS

Singh, Prakash. 2007. Global Competitiveness of Indian Banks: A study ofselect banking indicators, issues of concern and opportunities. Paperpresented at the Conference on ‘Global Competition and Competitivenessof Indian Corporates’., held at IIM Kozhikode during May 18-19, 2007.

Few years after the independence, the oldImperial Bank of India was ten times bigger than

the Hong Kong & Shanghai Bank (HSBC). Sincethen, the Imperial Bank has morphed into the

Rao, D. Tripati. 2006. Saving, Investment and Interest Rates: ExploringThe Long-Term Relation Under Financial Repression and FinancialLiberalisation in India. Journal of Indian School of Political Economy, Janu-ary-June 2006, Volume No XVIII (1&2): 93-117.

RESEARCH PAPERS

The examination of long-term relations amongsaving, investment and interest rates during theperiods of financial repression and financialliberlalisation in India, shows that interest ratemovements are non-responsive to the deviationsof lending flows from savings flows. In contrastto the mainstream proposition, in the financiallyderegulated post-reform India, the causality runsfrom lending to saving flows. The existence ofinterest rate rigidity or financial inefficiency even

in a deregulated regime suggests that the abilityof higher interest rates to raise the rate of savingsis rather limited. In the light of an alternativetheoretical framework - the post-Keynesianapproach that embeds liquidity preference ofintermediaries as well as non-financial firms’behaviour and their interrelationship, financialinstitutional structure and central bank policy asimportant determinants of the provision of creditand hence investment.

Singh, Shailendra and Kumar, Sushil. 2007. Readiness toCompete Globally: A Case Study of NTPC. Paper presented at theConference on ‘Global Competition and Competitiveness of IndianCorporates’, held at IIM Kozhikode during May 18-19, 2007.

Literature on competitiveness indicates thatcompetitiveness comprises three aspects of afirm: performance, potential, and process.Further, competitiveness can be conceptualizedat the international, national, regional, firm, orindividual level. Present study viewscompetitiveness at the firm level as perceived bythe managers working in it and argues that afirm’s competitiveness at all other levels will getdetermined by these perception or what we referto as Readiness to Compete. Readiness tocompete is measured using a 15 items scale in alarge public sector undertaking, NationalThermal Power Corporation (NTPC). Thiscorporation has a proven track record ofconsistent high performance in terms of financialand other parameters, as reported in variouspublications. The study tries to profile this highlycompetitive organization on readiness to

compete and the factors perceived critical for thereadiness, through a questionnaire survey. Thedata were subject descriptive as well asexplanatory analysis. On a scale of 1-5, theorganization’s score on readiness to compete is3.96 indicating that the respondents perceivetheir organization in stage ready to compete atthe global level. The explanatory variables in thedesign, and competitive strategies. Descriptiveanalysis of these parameters shows thatorganization has high score on clarity of goalsand objectives, strategic direction, and teamorientation. Respondents feel that theorganization follows rigorous and highlyselective policy for recruitment andsubsequently also provides facilities for trainingand skill development. In explanatory analysis,culture is treated as one single construct as allits twelve dimensions have significantly high

State Bank of India (SBI), our domestic bankingbehemoth which towers over its competitorshere. Yet, SBI is today a mere tenth of the modernHSBC’s size. This paper tries to give an insightabout how Indian banks - just like their peers inmanufacturing - have lost out in the quest forglobal scale. Despite having achieved a lot overthe past few decades, from expanding their ruralreach to cleaning their balance sheets, Indianbanks continue to be pygmies in the land ofgiants. With the increasing levels of globalizationof the Indian banking industry, evolution ofuniversal banks and bundling of financialservices, competition in the industry is set tointensify further. The industry has the potentialand the ability to rise to the occasion asdemonstrated by the rapid pace of automation,which has already had a profound impact onraising the standard of banking services.Moreover, the author also observe through this

paper that on the positive side, the policydevelopments during the last few years indicatedwillingness, both on the part of the governmentand the banking entities, to meet the challengesof global competition and at the same timecapitalize on the business opportunities andtechnological support. At the same time,however, competitive pressures and loss ofmarket share led to banks compromising on theirmargins. Nevertheless, their keenness tocompete with their global peers by acquiring sizeand scale, setting up franchises overseas andgetting overseas listing, accentuated the desireto benchmark themselves to global standards.The paper also clearly indicates that the Indianbanking sector compares well with the globalbenchmarks, thanks to prudential supervisionand the measures undertaken by the ReserveBank of India and the Government.

Gupta, Vivek and Kumar, Sushil. 2007. Influence ofRelationship Quality on IS/IT Outsourcing: Indian Vendors’Perspective. Paper presented at the Conference on ‘GlobalCompetition and Competitiveness of Indian Corporates’, heldat IIM Kozhikode during May 18-19, 2007.

Delhi Metro Rail Corporation (NCR) is a jointventure company between Govt. of India andGovt. of Delhi. Established in the year 1995, thecompany is entrusted to cover the capital city ofDelhi as well National Capital Region (NCR) withrail network. Press reports and company’spublications indicate that DMRC has a trackrecord of excellent performance since itsinception. The company is profiled on itsreadiness to compete at global level andthefactors perceived critical for the readinessthrough a questionnaire survey among middleand top managers, later corroborated throughpersonal interviews. Readiness to compete ismeasured using a 15 items scale. On a scale of1-5, the organization’s score on readiness tocompete is 3.94 indicating that the respondentson an average perceive DMRC in stage ready tocompete at the global level. The explanatoryvariables in the study include organizationalculture measured using 12 dimensions, HRpolicies, organizational design, and competitive

Kumar, Sushil and Singh, Shailendra. 2007. Readiness toCompete Globally: A Case Study of DMRC. Paper presented at theConference on ‘Global Competition and Competitiveness of IndianCorporates’, held at IIM Kozhikode during May 18-19, 2007.

strategies. Descriptive analysis of theseparameters shows that organization has highscore on clarity of goals and objectives, customerfocus, organizational learning and core values. OnHR policies, the organization is scoredmoderately indicating that HR systems needimprovements. Respondents feel that theorganization follows rigorous and highlyselective policy for recruitment. Results ofstructural equation modeling analysis indicatethat HR policy and strategy lead to better cultureformation which in turn results in high readinessto compete. Most results of the questionnairesurvey get supported through personalinterviews. In the interviews, leadership at thetop level emerged as a prominent factor for highreadiness to compete. The results of this studywill help public organizations to understandreadiness to compete from a behavioralperspective and will facilitate introduction ofappropriate interventions.

inter-correlations. In the explanatory model, wetested the hypothesis that the influence of HRpolicies on readiness to compete is mediatedthrough culture. Structural Equation Modeling(SEM) through LISREL software was used toexamine direct and mediating relationshipbetween Readiness to compete and HR policyand practices, Organizational culture andOrganizational strategy. Results indicate full

mediated influence of HR policies on Readinessto compete which suggests that HR policy leadto better culture formation which in turn resultsin high readiness to compete. The results of thisstudy will help organizations to understandreadiness to compete from a behavioralperspective and facilitate in introducingappropriate interventions.

Client-vendor relationship in informationsystems/ information technology (IS/IT)outsourcing is an emerging stream of research.

We explore from the vendors’ perspective thenature, role and influence of relationship qualityon outsourcing success. We adapt the theoretical

Antony, Suresh Paul and Purwar, Prem. 2007. Do We Know Enough About TheVulnerabilities Of Older Consumer? The Case of Marketing Correctness. Paperpresented (and published in the proceedings of) the Annual IIMK InternationalConference on ‘Marketing and Society’, held at IIM, Kozhikode during April 8-10,2007.

The world is undergoing a demographictransition. The 60+ age group would constitute16% of the world population by the year 2050 asagainst 5% in 1970. This transition has far-reaching implications, for public policy,marketing and health care and for India as well.It is doubtful whether most marketers haveadopted the concept of the older consumer.Plausibly, the number of older consumers andtheir composition in the total population has notbeen substantial enough to merit their attention.It follows that marketers lack the experience oftargeting the older consumer. The knowledge

essential to craft such a focused strategy is alsosketchy. The evidence on the differentialsensitivity of older consumers to marketingstimuli is rather conflicting. However, literaturedocuments their several limitations, the mostprominent of them being cognitive limitation.We argue therefore, that given the limitations ofthe older consumers to qualify as a normalmarket-client, marketers have a specialresponsibility to consider their vulnerabilities.Marketers need to ensure marketing correctnesswhile formulating strategy for older consumers

framework of outsourcing success used by Leeand Kim (1999) to accommodate the vendors’perspective. Results from the response of 27Indian vendors indicate that relationship qualityinfluences outsourcing success. Trust andcommitment between the vendor and client

significantly explain the outsourcing success. Therelationship quality, in turn, appears to be mostlydetermined by the level of coordination,consensus, mutual dependency, and culturalcompatibility between the client and vendor,and the reputation of the vendor.

CASES

Mital, Amita. 2007. ONGC Towards a Brighter Tomorrow.. IIML Case Series2007-08/3.

The case traces the development of the Indianupstream petroleum industry over a period of 5decades. Prior to 1955, the industry had modestgrowth in exploration, development andproduction of petroleum. ONGC was set up bythe Government of India to plan, promote,organize and implement programmes fordevelopment of Petroleum Resources and theproduction and sale of petroleum and petroleumproducts. ONGC was instrumental intransforming the country’s limited upstreamsector into a large viable playing field. Beginningin the early 1990s, as India’s reliance on oil

imports increased, the Government embarkedon a series of reforms aimed at partiallyderegulating the oil and gas sector. By 2001,ONGC had reached stage where it could notafford to stagnate; it either had to grow or fallby the wayside. From a slow-moving, rule-boundorganization, ONGC had to become moregoal oriented, accountable and responsive. Mr.Subir Raha, Chairman cum Managing Director,identified three core objectives that could putthe company is the same league as giants likeExxon and British Petroleum.Proactivelyresponding to the policy changes,

This case is designed for the sessions on Mergers

and Acquisitions and Strategic Alliance. The casetraces the growth of United Breweries since itsinception in 1915. United Breweries became theleader in the brewing industry in India with aturnover of Rs.673 crores, by entered strategicalliances with several brewers including Scottish& Newcastle, one of Europe’s leading brewers

Mital, Amita. 2007. United Breweries- The spirited journey of inorganicgrowth. IIML Case Series 2007-08/4 .

and in the top 10 by sales volume in the world;and horizontally acquiring India’s second largestplayer Shaw Wallace.The case illustrates concepts such as mergermotives and role of alliances in firm growth,particularly cross border growth in the coursemodule on Corporate Strategy for MBA students.

ONGC also launched Corporate RejuvenationCampaign in August 2001 for restructuring theorganization and reorientation of the mindset.This case is designed for use in the “StrategyImplementation” module. The case delves uponvarious challenges faced by the organization in

implementing these far reaching changes. Thecase is intended to facilitate a discussion ofstrategy implementation through capabilitybuilding, instituting best practices and supportsystems; and developing a strategy supportivecorporate culture.

Mital, Amita. 2007. Suzlon Energy Limited- Riding on the Wind. IIML CaseSeries 2007-08/5 .

This case is designed for use vertical integrationaspect of the “Corporate Strategy” module. Themanufacturer of Wind Turbine Generators, withaccumulated sale of 1126 MW and 42.8% of thetotal capacity installed in India, mainly in thestates of Tamil Nadu, Karnataka, Maharashtra,Rajasthan and Gujarat. Besides manufacturingWTGs they were also involved in wind resourcemapping, identification of suitable sites andtechnical planning of wind power project s andprovided after sale O&M services for WTGs,thereby establishing itself among the top 10players globally. It also had the credit of making

the world’s largest wind park at Dhule inMaharashtra. From the design to themanufacturing and the actual operation of thesites, everything was done in-house throughwholly owned subsidiaries. The case enables thestudents to articulate the economic and strategicrationales for vertical integration; discuss thenotion of asset specificity as explanations for andagainst vertical integration; examine how broadscope can be a competitive advantage/disadvantage depending on the industry; andanalyze the industry value chain to determinesources of competitive advantage at each stage.

Mital, Amita. 2007. Gitanjali- A Gem in India’s Crown? IIML Case Series2007-08/6 .

This case is designed for the sessions on indus-try structure analysis, Business Level strategy andStrategy of Cooperation and to understand

partnering advantage. The case outli1986. Thefirm was part of the Gitanjali Group,which wasone of the earliest diamond houses in India

NEWSPAPER ARTICLE

Venkat, Vani wrote an article titled ‘Towards aMetro, but are we ready? ‘ The Real Page 3. The

Indian Express - Newsline. May 27, 2007.

1986. The firm was part of the GitanjaliGroup,which was one of the earliest diamondhouses in India that started in 1966 and was ac-corded DTC sightholder status in 1967. Gitanjali'stravail to this position was based on its internalcompetence as well as partnering advantage. Itbrings out how single or dominant business firmscompete for a leadership position in the indus-try. It also brings the reason for creating strate-gic alliances. It illustrates the use of vertical andhorizontal complementary strategic alliances at

the business level and diversifying and synergis-tic alliances at the corporate level, while high-lighting the role of cross border alliances. Usinganother perspective, the case could be used fordiscussing competitive advantage of India in dia-mond processing using Michael Porter's Dia-mond Framework. If the case is being used ascomprehensive case towards the end of thecourse, questions relating to external analysis,internal analysis and resource based view mayalso be taken into consideration.

MANAGEMENT DEVELOPMENTPROGRAMMES

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FORTHCOMING MANAGEMENTDEVEOPMENT PROGRAMMES

EVENTS

.

APPOINTMENT

Dr. Samir Srivastava has joined the Institute asAssociate Professor w.e.f. May 15, 2007(forenoon) in the Operations Management Area.

Dr. Samir Srivastava has obtained his Doctoraldegree from IIM Lucknow, MBA from IGNOU, NewDelhi and B.Tech (Electrical) from BHU, Varanasi.He has professional experience of almost 17 years.Before joining the Institute, he had been workingas Associate Professor at MDI, Gurgaon. Prior to

that he worked with IMT, Ghaziabad and IndoGulf Corporation Ltd.He has published several articles in referredjournals and has 19 conference presentations tohis credit.His area of interest in teaching and researchinclude Supply Chain Management, Productionand Operations Management, Reverse Logistics,Green Supply Chain Management, RetailOperations, Mathematical modeling etc.

IIM Lucknow and IIM kozhikode jointly organizeda Conference on ‘Global Competition and Com-petitiveness in Indian Corporates’ held at IIMKozhikode during May, 18-19, 2007. The confer-ence focussed primarily on issues related to de-fining, measuring and enhancing competitive-

ness of Indian firms for meeting the competitionin the domestic and international markets . Sixty papers based on theoretical work, originalempirical research related to conference themewere presented in the conference .

2. Indian Institute of Management Lucknoworganized a National Seminar on ‘ManagingLand Resources for Sustainable Agricultural Growthand Diversification in India with Special Referenceto Uttar Pradesh’ on May 25-26, 2007. The eventwas sponsored by State Land Use Board,Department of Planning, Government of UttarPradesh. Some of the prominent participantsincluded Dr. T. Haque, Chairman, Agriculture

Priceand Cost Commission, GOI; Prof. R.B. Singh,Member, National Commission on Farmers;Dr.Daniel Gustafson, FAO Representative forIndia & Bhutan; Mr. Anis Ansari IAS, AgriculturealProduction Commissioner; Dr. Tim Hanstad,President, Rural Development Institute, USA; Dr.B.K. Suri, VC, CSAUAT, Kanpur among many others.

The seminar was coordinated by Prof. Jabir Aliand Prof. M K Awasthi

FROM THE PRESS

• The SME sector, which has witnessed rap-

id growth in recent years, has been dra-wing attention from every possible qu-arter global businesses eyeing India and private equity firms et al is now at the ce-ntre of focus for business in situations who see an opportunity to hawk short term courses to this segment.

Institutes such as IIMs, ISB and IIFT haveall rolled out courses and modules aim-ed at small and mediun businesses. IIMIIM - Lucknow Noida campus has similarplans to target SMEs beginning later thisyear. The Institute says it has received al-ot of requests from the Industry for sho-ort-term courses for skill enhancement.Jitendra K Das, Dean, Noida campus, IIMLucknow explains the need for quality tr-aining. The Institute expects to garner al-almost50% of its revenue from the shortduration courses of one to six months de-voted to SME sector in future.

Much of this can be attributed to the factthat as SME sector grows bigger, mana-ging people becomes a huge area of concern. As the firms scale up and move upthe value chain they increasingly needtrained people to manage growth andchart out marketing strategies for them.

[Excerpts from The Economic Times,Kolkata , May7, 2007, Pg # 08]

• The success of the management techn-niques of the Delhi Metro Rail Corporat-tion (DMRC) will soon form a part of casestudy to be incorporated into the sylla-bus of the various Indian institutes ofManagement in the country.

According to sources, two Faculty mem-bers of the Indian Institute of Managem-

Although several aspects of managementtechniques and administration are taughtto IIM students, most of the case studiesare related to success stories abroad anda small fraction relate to the success gra-phs of Indian companies and that tooand make proper use of it at the sametime.

The research study has also pinpointedfacts like what are the tools for successful lgrowth of companies as has been se-en in the case of DMRC and also the ne-ed to make a thorough study of them .Studies about the successful operationsof various public and private sector com-panies will be carried out in the future.Among the companies on the list of re-search studies are NTPC and ONGC, in public sector & Tate Iron and Steel Company (TISCO) , in private sector apart fromApollo hospital group.

[Excerpts from The Political And BusinessDaily, New Delhi, May 4, 2007, Pg#01]

ent, Lucknow, Professor Sushil Kumarand Professor Shailendra Singh, who un-dertook a detailed study of the operatio-nal and other aspects of DMRC, are preparing a research study which will be presented at a meeting of the Lucknow IIMBoard’s global competitiveness meeting on May 18 and 19. And it is envisagedthat in the academic year 2007-08, DMRCwill form a part of the syllabus of the IIM’sin the country.

• As IIM students slug it out at their firmsduring their internships this summer mo-re and more companies are using this platform as testing ground. The bottom line: Companies are increasingly

• Even as their counter parts across the IIMs

spend their summers interning at sundryinvestment banks marketing majors andthe like, two students from IIM Lucknow(IIML) have chosen to a different line. Weare talking about Vivek Bhogal and Akash Singla, who OOPS (Out of Placement Sea-son)-ed out of the summer process at IIML earlier. They are now pursuing their su-mmer internship at no less organisationtion than the Planning Commission.

Take Vivek. The 24 Year -old first year st-udent is presently working with the committee on infrastructure, headed byGajendra Haldia (advisor to Montek SinghAhuwalia, Deputy Chairman, PlanningCommission).

Its mandate to initiate policies that ensu-re time bound creation of world-classinfrastructure and delivering services thatmatch international standards. Vivek is in-volved in the process on model conce-ssion agreements.

Akash on his part is working with the co-mmunication and IT division of the Plan

ning Commission where he’s put in timeat sub-divisions 16B ( Information andbroadcasting), telecom, IT and ITeS. He isworking on the 11th five year plan. ”Myproject is confidential but it confirmspolicy initiatives”, he says.

According to Akash, the best part abouthis summer has been setting to work onreally large projects, anywhere betweenRs. 5,000-10,000 crore, which was unlikelyto get a shot at in the corporate sector.

[Excerpts from The Economic Times, NewDelhi, May 21, 2007, Pg #11]

taking the pre-placement offer (PPO)route to pick the best candidate from thepremier institutes.

Our PPO policy encourages selection of ‘Best Fit’ candidates based on assessme-nt sure of their success during the summ-ers. “We put theory to practice and un-derstand the practical side better duringour projects we handle in summers. Getting a PPO definitely adds to our CV saidSaurabh Gupta a student of IIM, Lucknowcurrently interning with KPMG.

[Excerpts from The Economic Times,New Delhi, May 21, 2007,Pg #11]

• There is an undeniable nexus be-tween

landlessness and poverty and frequentstudies have shown that provision of landto the poor puts them on the path ofgrowth. This view was expressed by TimHanstad of the Rural Development Insti-tute of Bangalore, while delivering theKeynote address at a seminar organisedat the Indian Institute of Management,Lucknow (IIM-L). The seminar on ‘Manag-ing land resources for sustainable agricultural growth and diversification in Indiawith special reference to Uttar Pradesh’was sponsered by the state Land UseBoard under the Planning department.

Additional Director of State Land UseBoard, Mridula Singh raised the issue ofpoor agricultural growth rate and the useof surface and ground water for irrigatio-n of agricultural lands. The agriculturalgrowth rate in UP is affected by the fact that 60 per cent of the degradable land falls in the low productivity level”,Singh said.

[Excerpts from The Pioneer, May 26, 2007,Pg #15]

GYANODAYA - RECENT ARRIVALS

1. Fisher, Colin. 2006. Business ethics andvalues: individual, corporate and interna-tional perspectives. 2nd ed. Harlow:Prentice Hall: 580p.

2. Devito, Joseph A. 2006. Human Commu-nication: the basic course. Boston:Pearson: 425p.

3. Schneider, Gary. 2006. Electronic Com-merce. 6th ed. Australia: Thomson: 596p.

4. Yee, George. 2006. Privacy protection fore-services. Hershey: Idea Group: 300p.

5. Bhatia, A K. 2006. The Business oftourism: concepts and strategies. NewDelhi: Sterling: 435p.

6. Humphrey, David. 2006. Logjam: defor-estation and the crisis of global gover-nance. London: Earthscan: 292p.

7. Tomei, Lawren. 2007. Integrating information and communications technolo-gies into the classroom. Hershey: Information Science Pub: 360p.

8. Aran, Hemendra. 2006. Global financialmarkets revolution: the future of exchangesand global capital markets. NewYork:Palgrave: 197p.

9. Young, Jeffrey 2005. I-con steve jobs: thegreatest second act in the history ofbusiness. New Jersey: J Wiley: 359p.

10. Blanchard, Ken. 2006. Leading at a higherlevel. New Jersey: Pearson: 353p.

[Note: More books/reports can be accessed at http://192.168.1.13/ca1006.pdf]