Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/277557
Title: Effects of resource bootstrapping and bricolage strategies on financial performance of grocery retailers in india
Researcher: Abraham Varughese
Guide(s): Mary Metilda R
Keywords: Social Sciences,Economics and Business,Management
The informal enterprises had been brought into the scope of national economy by adding it into System of National accounts by the International Labour Organization (ILO) and henceforth, the attempts to measure the informal activities and the analysis of performance of informal enterprises became an interesting topic for researchers and analysts. The constraints in analysing the performance of informal enterprises are, liability of smallness, information asymmetry and inconsistency. Trading, agriculture, and production of generic as well as traditional products are the main occupations in the informal sector. As the trading is a continuous and consistent process, the researcher chose the traders are chosen as the population for analysing the Resource Bootstrapping strategies of informal sector. The respondents of this research include both informal and formal grocery retailers in Coimbatore district. Hence, the effect of resource bootstrapping strategies on performances of both informal and formal retailers are compared using the same parameters, methods, and standards to investigate the gap in performance and strategies. One of main challenges that informal retailers face is the funds constrain. The financial institutions are reluctant to extent their support to informal entrepreneurs due to, the lack of collateral, liability of smallness,inconsistency, lack of expertise and technology, and information asymmetry. Hence, they are compelled to depend on alternate resources or sources ofresources, especially for fund. Hence, they are compelled to adopt resource bootstrapping and bricolage strategies comprising of, finding alternate low-cost fund resources, postponement of investment, substitute the expensive resource with low cost resources, and manage the resource need with what is readily available. Key Words bootstrapping
grocery retailers
University: Anna University
Completed Date: 2018
Abstract: The informal enterprises had been brought into the scope of national economy by adding it into System of National accounts by the International Labour Organization (ILO) and henceforth, the attempts to measure the newlineinformal activities and the analysis of performance of informal enterprises newlinebecame an interesting topic for researchers and analysts. The constraints in newlineanalysing the performance of informal enterprises are, liability of smallness, newlineinformation asymmetry and inconsistency. Trading, agriculture, and production newlineof generic as well as traditional products are the main occupations in the newlineinformal sector. As the trading is a continuous and consistent process, the newlineresearcher chose the traders are chosen as the population for analysing the newlineResource Bootstrapping strategies of informal sector. The respondents of this newlineresearch include both informal and formal grocery retailers in Coimbatore newlinedistrict. Hence, the effect of resource bootstrapping strategies on performances newlineof both informal and formal retailers are compared using the same parameters, newlinemethods, and standards to investigate the gap in performance and strategies. newlineOne of main challenges that informal retailers face is the funds constrain. The financial institutions are reluctant to extent their support to informal entrepreneurs due to, the lack of collateral, liability of smallness,inconsistency, lack of expertise and technology, and information asymmetry. Hence, they are compelled to depend on alternate resources or sources ofresources, especially for fund. Hence, they are compelled to adopt resource bootstrapping and bricolage strategies comprising of, finding alternate low-cost fund resources, postponement of investment, substitute the expensive resource with low cost resources, and manage the resource need with what is readily available. newline newline
Pagination: xxxiv, 393 p.
URI: http://hdl.handle.net/10603/277557
Appears in Departments:Faculty of Management Studies

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02_certificates.pdf485.21 kBAdobe PDFView/Open
03_abstract.pdf131.89 kBAdobe PDFView/Open
04_acknowledgement.pdf11.19 kBAdobe PDFView/Open
05_contents.pdf194.55 kBAdobe PDFView/Open
06_chapter1.pdf309.77 kBAdobe PDFView/Open
07_chapter2.pdf361.08 kBAdobe PDFView/Open
08_chapter3.pdf752.96 kBAdobe PDFView/Open
09_chapter4.pdf2.68 MBAdobe PDFView/Open
10_chapter5.pdf296.77 kBAdobe PDFView/Open
11_chapter6.pdf140.92 kBAdobe PDFView/Open
12_appendices.pdf178.7 kBAdobe PDFView/Open
13_references.pdf173.18 kBAdobe PDFView/Open
14_publications.pdf125.04 kBAdobe PDFView/Open
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