@Research Article
<#LINE#>Social networks and students<#LINE#>Roman@Yavich<#LINE#>1-2<#LINE#>1.ISCA-RJMS-2012-044.pdf<#LINE#>Department of Computer Science and Mathematics, Ariel University Center of Samaria, Ariel, ISRAEL<#LINE#>1/11/2012<#LINE#>23/1/2013<#LINE#>  The article analyzes the possibility of social networks usage (i.e. Facebook) in the teaching process. The advantages of web 2.0 usage are investigated and new levels of these new technologies integration into the educational process are suggested. <#LINE#> @ @ Domoshnitsky Alexander and Roman Yavich, Mathematical Competitions for University Students, Proceedings of the 10th International Conference Models in Developing Mathematics Education, Dresden, Saxony, Germany, 143-145 (2009) @No $ @ @ Starichenko B., Egorov A., Davidovitch N. and Yavich R., Classroom survey systems in teacher lecturing. Innovative Technologies in Higher Education, Yekaterinburg, 1 (2012) @No $ @ @ Nitza Davidovich, Roman Yavich and Alexander Domoshnitsky, Mathematical Games: International Mathematics Olympiad for Students, Far East Journal of Mathematical Education, 9(2), 133-140 (2012) @No
<#LINE#>Interpretive Structural Modelling (ISM) approach: An Overview<#LINE#>Rajesh@Attri,Nikhil@Dev,Vivek@Sharma<#LINE#>3-8<#LINE#>2.ISCA-RJMS-2012-054.pdf<#LINE#>Department of Mechanical Engineering, YMCA University of Science and Technology, Faridabad, INDIA @ Department of Mechanical Engineering, Advanced Institute of Technology and Management, Palwal, INDIA<#LINE#>27/11/2012<#LINE#>27/1/2013<#LINE#>  Interpretive structural modelling (ISM) is a well-established methodology for identifying relationships among specific items, which define a problem or an issue. This approach has been increasingly used by various researchers to represent the interrelationships among various elements related to the issue. ISM approach starts with an identification of variables, which are relevant to the problem or issue. Then a contextually relevant subordinate relation is chosen. Having decided the contextual relation, a structural self-interaction matrix (SSIM) is developed based on pairwise comparison of variables. After this, SSIM is converted into a reachability matrix (RM) and its transitivity is checked. Once transitivity embedding is complete, a matrix model is obtained. Then, the partitioning of the elements and an extraction of the structural model called ISM is derived. In this paper, key concept of ISM approach is discussed in detail.<#LINE#> @ @ Raj T., Shankar R. and Suhaib M., An ISM approach for modeling the enablers of flexible manufacturing system: The case for India, International Journal of Production Research, 46(24), 1-30 (2007) @No $ @ @ Farris D.R. and Sage A.P., On the use of interpretive structural modeling for worth assessment, Computer and Electrical Engineering, , 149–174 (1975) @No $ @ @ Sage A.P., Interpretive structural modeling: Methodology for large scale systems, New York, NY: McGraw-Hill (1977) @No $ @ @ Warfield J.W., Developing interconnected matrices in structural modelling, IEEE Transactions on Systems Men and Cybernetics 4(1), 51-81 (1974) @No $ @ @ Ravi V. and Shankar R., Analysis of interactions among the barriers of reverse logistics. Technological Forecasting and Social Change, 72, 1011-1029 (2005) @No $ @ @ Singh M.D., Shankar R., Narain R. and Agarwal A., An interpretive structural modeling of knowledge management in engineering industries, Journal of Advances in Management Research, 1(1), 28–40 (2003) @No $ @ @ Raj T. and Attri R., Identification and modelling of barriers in the implementation of TQM, International Journal of Productivity and Quality Management, 28(2), 153-179 (2011) @No $ @ @ Jharkharia S. and Shankar R., IT- Enablement of supply chains: Understanding the barriers, Journal of Enterprise Information Management, 18(1), 11-27 (2005) @No $ @ @ Agarwal A., Shankar R. and Tiwari, M.K., Modeling agility of supply chain, Industrial Marketing Management, 36, 443-457 (2006) @No $ @ @ Ravi V., Shankar R. and Tiwari M.K., Productivity improvement of a computer hardware supply chain, International Journal of Production and Performance Measurement, 54(4), 239-255 (2005) @No $ @ @ Watson R., Interpretive Structural Modeling- A useful tool for worth assessment? Technological Forecasting and Social Change, 11, 165-185 (1978) @No $ @ @ Barve A., Kanda A. and Shankar R., Analysis of interaction among the barriers of third party logistics, International Journal of Agile System and Management, 2(1), 109-129 (2007) @No $ @ @ Hasan M.A., Shankar R. and Sarkis J., A study of barriers to agile manufacturing, International Journal of Agile System and Management, 2(1), 1-22 (2007) @No $ @ @ Raj T., Attri R. and Jain V., Modelling the factor affecting flexibility in FMS, International Journal of Industrial and System Engineering, 11(4), 350-374 (2012) @No $ @ @ Attri R., Grover S., Dev N. and Kumar D., An ISM approach for modelling the enablers in the implementation of Total Productive Maintenance (TPM), International Journal System Assurance Engineering and Management, DOI: 10.1007/s13198-012-0088-7 (2012) @No $ @ @ Attri R., Grover S., Dev N. and Kumar D., Analysis of barriers of Total Productive Maintenance (TPM), International Journal System Assurance Engineering and Management, DOI: 10.1007/s13198-012-0122-9 (2012) @No $ @ @ Raj T. and Attri R., Quantifying barriers to implementing Total Quality Management (TQM), European Journal of Industrial Engineering 4(3), 308-335 (2010) @No $ @ @ Dev N., Samsher, Kachhwaha S.S. and Attri R.., GTA-based framework for evaluating the role of design parameters in cogeneration cycle power plant efficiency, Ain Shams Engineering Journal, http://dx.doi.org/10.1016 /j.asej. 2012.08.002 (2012) @No $ @ @ Chidambaranathan S., Muralidharan C. and Deshmukh S.G., Analyzing the interaction of critical factors of supplier development using Interpretive Structural Modeling-an empirical study, International Journal of Advance Manufacturing Technology, 43, 1081-1093 (2009) @No $ @ @ Li W.L., Humphreys P., Chan L.Y. and Kumaraswamy M., Predicting purchasing performance: the role of supplier development programs, Journal of Material Processing Technology, 138(1-3), 243-249 (2003) @No $ @ @ Banwet D.K. and Arora R., Enablers and inhibitors of e-commerce implementation in India-an interpretive structural modelling (ISM) approach, In: Kanda A et al (ed) Operations management for global economy challenges and prospects, Phoenix, New Delhi, 332-341 (1999) @No $ @ @ Rajesh K.S., Suresh K.G. and Deshmukh S.G., Interpretive structural modelling of factors for improving competitiveness of SMEs, International Journal of Productivity and Quality Management 2(4), 423-440 (2007) @No $ @ @ Saxena J.P., Sushil and Vrat P., The impact of indirect relationships in classification of variables: A MICMAC analysis for energy conservation, System Research, 7(4), 245-253 (1990) @No $ @ @ Saxena J.P., Sushil and Vrat P., Scenario building: a critical study of energy conservation in the Indian cement industry, Technological Forecasting and Social Change 41(2), 121-146 (1992) @No $ @ @ Mandal A. and Deshmukh S.G., Vendor selection using interpretive structural modeling (ISM), International Journal of Operations and Production Management, 14(6), 52–59 (1994) @No $ @ @ Sharma H.D., Gupta A.D. and Sushil, The objectives of waste management in India: a future inquiry, Technological Forecasting and Social Change, 48, 285–309 (1995) @No $ @ @ Thakkar J., Kanda A., Deshmukh S.G., Evaluation of buyer-supplier relationships using an integrated mathematical approach of interpretive structural modeling (ISM) and graph theoretic approach, Journal of Manufacturing Technology Management, 19(1), 92-124 (2008) @No $ @ @ Thakkar J., Deshmukh S.G., Gupta A.D. and Shankar R., Development of Score card: An integrated approach of ISM and ANP, International Journal of Production and Performance Management, 56(1), 25-59 (2007) @No $ @ @ Qureshi M.N., Kumar D. and Kumar P., Modeling the logistics outsourcing relationships variables to enhance shippers productivity and competitiveness in logistics supply chain, International Journal of Production and Performance Management, 56(8), 689-714 (2007) @No $ @ @ Faisal M.N., Banwat D.K. and Shankar R., Supply chain risk mitigation: Modeling the enablers, Business Process Management Journal, 12(4), 532-552 (2006) @No $ @ @ Faisal M.N., Banwat D.K. and Shankar R., Information risks management in supply chain: An assessment and mitigation framework, Journal of Enterprise Information Management,  20(6), 677-699 (2007) @No $ @ @ Singh R.K., Garg S.K., Deshmukh S.G. and Kumar M., Modeling of critical success factors for implementation of AMTs, Journal of Modelling in Management, 2(3), 232-250 (2007) @No $ @ @ Jharkharia S. and Shankar R., IT- Enablement of supply chains: Modelling the enablers, International Journal of Production and Performance Management, 53(8), 700-712 (2004) @No $ @ @ Bolanos R., Fontela E., Nenclares A. and Paster P., Using interpretive structural modeling in strategic decision making groups, Management Decision, 43(6), 877-895 (2005) @No
<#LINE#>Intangible Assets: A Study of Valuation Models<#LINE#>Monika@Kothari,Nitu@Mehta(Ranka)Latika@Sharma<#LINE#>9-13<#LINE#>3.ISCA-RJMS-2012-060.pdf<#LINE#>Department of Agricultural Economics and Management, Rajasthan College of Agriculture, MPUAT, Udaipur, Rajeshthan, INDIA<#LINE#>27/12/2012<#LINE#>3/1/2013<#LINE#>  In this Paper discussion about the different valuation models related to intangible assets. A discussion of theory identifies and classifies a number of intangible assets. This paper highlights accounting treatment of intangible assets and related aspect. Different valuation approaches, valuation issues and methodology are explained in this theory.<#LINE#> @ @ Miguel Angel Axtle Ortiz,  Intellectual Capital (Intangible Assets) Valuation Considering The Context, Journal of Business and Economics Research, 4(9)(2006) @No $ @ @ Hermanson R.H., Accounting for Human Assets, Occasional Paper No. 14, Division of Research, Graduate School of business Administration, Michigan State University, 4-5 (1964) @No $ @ @ Edvinsson L. and  Malone M., El Capítal Intelectual, Nueva York: Harper Collins (1997) @No $ @ @ Stewart T., Intellectual Capital, New York: Currency/Doubleday (1997) @No $ @ @ Walker R.G., Discussion of Lev, Radhakrishnan and Zhang. Abacus, 45(3), 299-311 (2009) @No $ @ @ Kaufmann L., and Schneider Y., Intangibles: A Synthesis of Current Research, Journal of Intellectual Capital, 5(3), (2004) @No $ @ @ Guilding C. and Pike R., Intangible Marketing  Assets: A Managerial Accounting Perspective, Accounting and Business Research,21(18), 41-49 (1990) @No $ @ @ Rivette K. and Klein D., Rembrandts in the Attic: Unlocking the Hidden Value of Patents, Harvard Business School Press, Boston, MA (2000) @No $ @ @ Lev B., Intangibles, Management, Measurement and Reporting, Brookings Institution Press, Washington, DC, (2001) @No $ @ @ Green A. and Ryan J.J., A framework of intangible valuation areas(FIVA): Aligning business strategy and intangible assets, Journal of Intellectual Capital, 6(1), 43–52(2005) @No $ @ @ Lev B. and Zarowing P., The Boundaries of financial reporting and how to extend them. Working Paper, New York, NY: New York University (1998) @No $ @ @ Damodaran A., Dealing with intangibles: Valuing brand names, flexibility and patents, Stern School of Business (2006) @No
<#LINE#>Foreign Direct Investment (FDI) in Indian Automobile Industry: Impact on Employment Generation<#LINE#>VijayBhasker@Velury<#LINE#>14-22<#LINE#>4.ISCA-RJMS-2012-03.pdf<#LINE#> CIRD, Bangalore, Karnataka, INDIA<#LINE#>28/1/2013<#LINE#>31/1/2013<#LINE#>  Indian Automobile Industry is globally one of the largest industries and a key sector of the Economy. Indian Government policies resulting in the Foreign Direct Investment (FDI) infusion in Auto Sector has had a significant impact on job creation. It is therefore most important to see how various policies enunciated at various times have created employment opportunities directly and indirectly in this fast changing Automobile sector.  This research paper attempts to understand the inventory of policy responses of the government especially related to FDI in automobile sector. Foreign Direct Investment (FDI) has been considered as a major catalyst in promoting sustainable development in developing countries. FDI has the potential to generate employment, raise productivity, transfer skills and technology, increase incomes, enhance exports and contributes to the long-term economic development of the world’s developing countries. Evidence presented in the form of (available) empirical data with its interpretation suggests there has been significant impact of FDI in Auto Sector in Employment Generation – both in quantity and quality. It can be construed that with further infusion of FDI in this sector as envisaged in Automotive Mission Plan (2006-16) and 12th five year plan (2012-17) of the Government of India; the potential for employment generation is expected to show the same CARG estimated for the Automobile Industry – Automobile manufacturers (OEMs), Auto Component sector and in related enabling services. <#LINE#> @ @ SIAM Annual Convention  Information brochure in SIAM website - www.siam.com (2012) @No $ @ @ DIPP, Ministry of Commerce and Industry, Government of India - Fact Sheet On FDI (April 2000 to December 2010) SIA New letter January (2011) @No $ @ @ [http://dipp.nic.in] (2011) @No $ @ @ DIPP, Ministry of Commerce and Industry, Government of India - SIA News letter with FACT SHEETS in 2008, 2009, 2010, 2011 and January 2013 [http://dipp.nic.in] (2013) @No $ @ @ Annual Survey of Industries 04/05 and IMaCS analysis (ICRA) (2010) @No $ @ @ THE HINDU New Paper New Delhi Edition dated (2010) @No $ @ @ DIPP’s FDI database – Fact Sheet on Foreign Direct Investment of Octoberpage 4 [http://dipp.nic.in] (2012) @No $ @ @ SIAM website information – (2007, 2008, 2009, 2012)(2012) @No $ @ @ SIAM IMF Workshop presentation, Views on India – EU FTA negotiations (2012) @No $ @ @ ICRA Rating Feature (2010) @No $ @ @ and (2011) @No $ @ @ – Indian Passenger Vehicle Industry, Growth Momentum (2012) @No $ @ @ SIAM website information – (2007, 2008, 2009, 2012)(2012) @No $ @ @ Automotive Mission Plan (2006-16) – Vision [A mission for Development of Indian Automotive Industry] (2012) @No $ @ @ Report of the working group on Automotive Sector for the 12th five year plan (2012-17) (2012) @No $ @ @ Determinants of Competitiveness of the Indian Auto Industry by Indian Council for Research on International Economic Relations (2008) @No $ @ @ Determinants of Competitiveness of the Indian Auto Industry by Indian Council for Research on International Economic Relations (2008) @No $ @ @ Auto Component Manufacturers Association Report: Indian Auto Component Industry Focus – Global Best Practices (2011) @No $ @ @ http://www.ibef.org/ (2012) @No $ @ @ 17.ACMA – Auto Component Industry – Statistics (2012) @No $ @ @ ACMA annual report (2011-12) - (08 – 2012) ACMA information - Auto component Industry profile (2012) @No $ @ @ Report of the working group on Automotive Sector for the 12th five year plan (2012-17) KPMG Primary Survey and Analysis Report – Auto Service Sector [2009-2010] @No $ @ @ Indian Auto Industry - A way forward (2010) @No $ @ @ ACMA information - Auto Components Industry in India --- Growing Capabilities and Strength (2012) @No
<#LINE#>Study of Handicraft Marketing Strategies of Artisans in Uttar Pradesh and Its Implications<#LINE#>AhmadKhan@Waqar,Amir@Zeeshan<#LINE#>23-26<#LINE#>5.ISCA-RJMS-2012-057.pdf<#LINE#>Research Scholar, Faculty of Management and Research, Integral University, Lucknow, U.P., INDIA @  Dean, FMR, Integral University, Lucknow, U.P., INDIA<#LINE#>21/12/2012<#LINE#>17/1/13/2012<#LINE#>  At present the rural producers/suppliers are struggling to market their products and services due to various reasons. The performance of the manufacturer and artisans both for financing and marketing of handicrafts is far from satisfaction. Artisans are depending on the middlemen for raw materials, finance and market for the finished products because of their illiteracy, ignorance and poverty. The success of handicrafts depends on how well the artisans can produce the articles and introduced in the market in keeping with the tastes and preferences of consumers. Industrialization in any kind of arts and crafts must be recognized by the market of consumers, through the exchange of commodities in order to make the artistic and ethnic value with a touch of innovation. This research paper is based on marketing concepts of four P’s i.e. Product, Price, Place and Promotion. <#LINE#> @ @ Prajapati and Laila, Development of Handloom Industry, Deep & Deep, New Delhi (1981) @No $ @ @ Thaimani, K. K., Handicrafts during seventh five year plan., paper presented in National Seminar on development and management of Handicrafts cooperative 24-26th November, VAMNICOM (1987) @No $ @ @ Dak,T.M., Rural Industralistation: Challenges and Responses, North Book, Delhi, pp-23-24 (1989) @No $ @ @ Florence, K., Uganda Handicrafts Export Strategy, ITC Report, WTO (2005) @No $ @ @ Resource Center RCIP, Euro zone crises to hamper leather industry, http://www.fddiindia.com/publications/newsletter/2010/006-June/FDDINL_264_25.06.2010.pdf, (2010) @No $ @ @ Sanyal, S., Banerjee, S. and Majumder, S., India’s Leather in the World Market: Exploration of  Recent  Trends, Trade  and  Development  Review  3 (1), 22 – 58 (2010) @No $ @ @ Kotler, P.,  Marketing Management, Thomson Press (India) Ltd, New Delhi, (2003) @No