@Research Paper
<#LINE#>A Study of Factors Impacting Customer Based Brand Equity in Mobile Handset Market in Indore, India<#LINE#>Arpit@Loya,Prayatna@Jain <#LINE#>1-6<#LINE#>1.ISCA-RJMS-2016-060.pdf<#LINE#>Prestige Institute of Management and Research, Indore, MP, India@Prestige Institute of Management and Research, Indore, MP, India<#LINE#>19/8/2016<#LINE#>1/10/2016<#LINE#>In a competitive and brand conscious market like India, building brand equity of mobile phones may be a difficult task. The businesses have to assess the previous experiences and future aspirations of customers to possess these brands. In this context, our study tries to analyze the link between brand equity dimensions, overall brand equity and consumer satisfaction. The study was intended to draw the elements of brand equity affecting decision of Mobile Handset brand and affirming it through factor analysis. The information was gathered from a sample size of 196 respondents through online information accumulation instruments. The findings highlighted that the custom segments of brand equity to be specific brand association, brand image, brand loyalty, brand awareness and in addition fresher parts of brand experience and store image are contributing altogether to Brand Equity.<#LINE#>Aaker D.A. (1991).@Managing Brand Equity.@Free Press, New York, NY.@No$Kapferer J.N. (2012).@The new strategic brand management: Advanced insights and strategic thinking.@Kogan page publishers.@Yes$Keller K.L. (2002).@Branding and brand equity.@Handbook of marketing, 151.@Yes$Huang R. and Sarigöllü E. (2014).@How brand awareness relates to market outcome, brand equity, and the marketing mix.@Fashion Branding and Consumer Behaviors, 113-132, Springer New York.@Yes$Rajaram S. and Shelly C.S. (2012).@History of Branding.@International Journal of Social Sciences and Interdisciplinary Research, 1(3), 100-104, Retrieved June 7, 2016, from http://www.indianresearchjournals.com /pdf/IJSSIR/2012/March/12.pdf.@No$Simon C.J. and Sullivan M.W. (1993).@The measurement and determinants of brand equity: A financial approach.@Marketing science, 12(1), 28-52.@Yes$Park C.S. and Srinivasan V. (1994).@A survey-based method for measuring and understanding brand equity and its extendibility.@Journal of marketing research, 271-288.@Yes$Agarwal M.K. and Rao V.R. (1996).@An empirical comparison of consumer-based measures of brand equity.@Marketing letters, 7(3), 237-247.@Yes$Lassar W., Mittal B. and Sharma A. (1995).@Measuring customer-based brand equity.@Journal of consumer marketing, 12(4), 11-19.@Yes$Keller K.L. (1993).@Conceptualizing, measuring, and managing customer-based brand equity.@The Journal of Marketing, 1-22.@Yes$Farquhar P.H. (1989).@Managing brand equity.@Journal of Marketing Research, 1, 24-33.@Yes$Vetrivel V., Solayappan A. and Jayakrishnan J. (2015).@Brand performance on customer based brand equity in MOBILE HANDSET market.@IJAR, 1(8), 717-721.@No$Washburn J.H. and Plank R.E. (2002).@Measuring brand equity: An evaluation of a consumer-based brand equity scale.@Journal of Marketing Theory and Practice, 10(1), 46-62.@Yes$Yoo B., Donthu N. and Lee S. (2000).@An examination of selected marketing mix elements and brand equity.@Journal of the academy of marketing science, 28(2), 195-211.@Yes$Kim W.G. and Kim H.B. (2004).@Measuring customer-based restaurant brand equity.@Cornell Hotel and Restaurant Administration Quarterly, 45(2), 115-131.@Yes$Mohd Yasin N., Nasser Noor M. and Mohamad O. (2007).@Does image of country-of-origin matter to brand equity?.@Journal of Product and Brand Management, 16(1), 38-48.@Yes$Aaker D.A. (1996).@Measuring brand equity across products and markets.@California management review, 38(3), 102-120.@Yes$Keller K.L. and Lehmann D.R. (2003).@How do brands create value?.@Marketing Management, 12(3), 26-31.@Yes$Yoo B. and Donthu N. (2001).@Developing and validating a multidimensional consumer-based brand equity scale.@Journal of business research, 52(1), 1-14.@Yes$Belén del Río A., Vazquez R. and Iglesias V. (2001).@The effects of brand associations on consumer response.@Journal of consumer marketing, 18(5), 410-425.@Yes$Ahmad F. and Sherwani N.U.K. (2015).@An Empirical Study on the effect of Brand Equity of Mobile Phones on Customer Satisfaction.@International Journal of Marketing Studies, 7(2), 59-69.@Yes$Beristain J.J. and Zorrilla P. (2011).@The relationship between store image and store brand equity: A conceptual framework and evidence from hypermarkets.@Journal of Retailing and Consumer services, 18(6), 562-574.@Yes$Hartman K.B. and Spiro R.L. (2005).@Recapturing store image in customer-based store equity: a construct conceptualization.@Journal of Business research, 58(8), 1112-1120.@Yes$Biel A.L. (1992).@How brand image drives brand equity.@Journal of advertising research, 32(6), 6-12.@Yes$Feldwick P. (1996).@What is brand equity anyway, and how do you measure it?.@Journal of the Market Research Society, 38(2), 85-105.@Yes$Hu L.T. and Bentler P.M. (1999).@Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives.@Structural equation modeling: a multidisciplinary journal, 6(1), 1-55.@Yes$Keller K.L. (2001).@Building customer-based brand equity: A blueprint for creating strong brands.@Marketing Science Institute, Working Paper Report no. 01-107.@Yes$Lin Y.H. (2015).@Innovative brand experience@Journal of Business Research, 68(11), 2254-2259.@Yes$Nunnally J.C. (1988).@Psychometric Theory.@NJ: McGraw-Hill, Englewood-Cliffs.@No$The Mahabharata (2015).@Sanskrit Epic Mahabharat.@Van Parva, 3000, Shalok, 15-22.@No$Arbuckle J.L. (2011).@IBM® SPSS® Amos™ 22.@User’s Guide.@No
<#LINE#>Does Daily or Monthly Index Returns Make Difference in Market Efficiency? An Empirical Study of BSE and NSE Indices<#LINE#>N.K.@Totala,H.S.@Saluja <#LINE#>7-14<#LINE#>2.ISCA-RJMS-2016-108.pdf<#LINE#>Institute of Management Studies, Devi Ahilya Vishwavidyalaya, Indore, MP, India@Maharaja Ranjit Singh College of Professional Sciences, Indore, MP, India<#LINE#>2/9/2016<#LINE#>3/11/2016<#LINE#>Stock market efficiency refers to an ability of the concern stock market to obtain, incorporate in and replicate out the significant information in stock prices rapidly and perfectly, and reflected in corresponding indices. The present study explored and tested empirically Weak Form of Stock Market Efficiency of selected sectoral indices of Bombay Stock Exchange and National Stock Exchange by taking Daily and Monthly Index Returns. Natural returns in the index values have been considered by taking log difference changes for period from April, 2006 to March, 2015. Descriptive Statistics was used to test the normality of the Daily Index Returns and Monthly Index Returns. Weak Form Stock Market Efficiency of the selected sectoral indices of BSE and NSE were tested by non-parametric Runs Test by taking daily index returns and monthly index returns separately to judge difference in the result outcome of Weak Form Efficiency of stock market arising out of returns type.<#LINE#>Mir Rouf Ahmad and Wani Arshad Nabi (2012).@Benchmark Indices of Indian Economy: A Comparative Analysis of SENSEX and Nifty.@ABHINAV, National Monthly Refereed Journal of Research in Commerce & Management, 2(6), 9-15, Cited in: http://www.abhinavjournal.com/images/Commerce_ &_ Management/Jun13/2.pdf.@No$Nagendra M., Haritha M. and Ravi V. (2014).@NSE NIFTY and its Correlation with Sectoral Indexes.@International Journal of Conceptions on Management and Social Sciences 2(1), 9-13, Cited in: http://www.worldairco.org/IJCMSS/March2014Paper27.pdf.@No$Shanmugasundram G. and John D. (2013).@Volatility of the Indian Sectoral Indices: A Study with Reference to National Stock Exchange.@International Journal of Marketing, Financial Services and Management Research, 2(8), 1-11.@Yes$Chin Wen Cheong (2008).@A Sectoral Efficiency Analysis of Malaysian Stock Exchange under Structural Break.@American Journal of Applied Sciences, 5(10), 1291-1295.@Yes$Madhavi M. and Radhika Ravi (2010).@BSE and Sectoral Indices: A Comparative Study.@International Journal of Research in Commerce and Management, 1(6), 71-75.@Yes$Deo Vishal (2014).@Investigating Co-integration between Some Indian Stock Indices.@International Journal of Scientific and Engineering Research, 5(1), 1869-1872.@Yes$Selvam Murugesan, Ramkumar R. and Lingaraja Kasilingam (2016).@Testing the Weak Form Efficiency with Respect to Sectoral Indices of National Stock Exchange Limited, India.@Indian Journal of Research in Capital Markets, 1(1), 7-20, Cited at: https://www.researchgate.net/publication/301301624.@Yes$Totala N.K., Saluja H.S. and Totala Sunita (2014).@Testing Market Efficiency of Selected S&P CNX Nifty Companies: A Comparative Study Using Daily And Monthly Stock Returns.@Altius Shodh Journal of Management.@No
<#LINE#>Toward a Learning Organization<#LINE#>Muzammel@Shah,Qaiser@Aman <#LINE#>15-23<#LINE#>3.ISCA-RJMS-2016-124.pdf<#LINE#>Qurtuba University of Science and IT, Peshawar, Pakistan@CIIT, Vehari, Pakistan<#LINE#>22/9/2016<#LINE#>28/10/2016<#LINE#>This study was conducted to analyze and define learning capabilities that presently exist in organizations. It attempts to asses learning within the organization by measuring changes in organizational practices and employee performances. Besides other practices, the two widely used are training and development. These are reported by most of the research studies to be linked to organizational learning and employee performance. Snowball sampling procedure was used and 200 employees of four telecom companies were selected as participants of the study. Responses were collected through an adapted 5 points Likert Scale questionnaire. The range of the questionnaire was 1= strongly disagree to 5 strongly agree. The frequency and type of training and learning activities within target firms were identified and perceived employee performance was measured. Factor analysis, Pearson’s Correlation and multiple regressions were used for data analysis. The results showed that companies in telecom sector are struggling to provide an environment which is conducive to learning. The study attempted to explain that training is different from learning and individual learning contributes to organization learning.<#LINE#>Ulrich D., Allen J., Brockbak W., Younger J. and Nyman M. (2009).@HR transformation.@Building Human Resources from the Outside.@Yes$Lonnqvist A., Algorta M. and Zeballos F. (2011).@Human resource and knowledge management: best practices identification.@Measuring business excellence, 15(4), 71-80.@Yes$Ooi K.B., Lin B., Tan B.I. and Yee-Loong Chong A. (2011).@Are TQM practices supporting customer satisfaction and service quality?.@Journal of Services Marketing, 25(6), 410-419.@Yes$Gupta B., Iyer L.S. and Aronson J.E. (2000).@Knowledge management: practices and challenges.@Industrial Management and Data Systems, 100(1), 17-21.@Yes$Allen J. and De Grip A. (2007).@Skill obsolescence, lifelong learning and labor market participation.@Research Centre for education and the Labor Market (ROA), Faculty of Economics and Business Administration, Maastricht University.@Yes$Gnyawali D.R. and Stewart A.C. (2003).@A contingency perspective on organizational learning: integrating environmental context, organizational learning processes, and types of learning.@Management Learning, 34(1), 63-89.@Yes$Eraut M. (2000).@Non&#8208;formal learning and tacit knowledge in professional work.@British journal of educational psychology, 70(1), 113-136.@Yes$Rosen S. (1972).@Learning and experience in the labor market.@Journal of Human Resources, 326-342.@Yes$Adeniyi O. (1995).@Staff training and development.@Reading in Organizational Behaviour in Nigeria, Lagos, Maltho use Press Ltd, 159-167.@Yes$Raymond A.N. (2010).@Employee training and development.@New York: McGraw-Hill.@Yes$Aragon M.I.B., Jiménez D.J. and Valle R.S. (2014).@Training and performance: The mediating role of learning.@Business Research Quarterly, 17, 161-173.@Yes$Huselid M.A. (1995).@The impact of human resource management practices on turnover, productivity, and corporate financial performance.@Academy of management journal, 38(3), 635-672.@Yes$Noe R.A. (2002).@Employee training and development.@McGraw-Hill/Irwin Boston, MA.@Yes$Drucker P.F. (1999).@Knowledge-worker productivity: The biggest challenge.@California management review, 41(2), 79-94.@Yes$Harnad S., Hanson S.J. and Lubin J. (1995).@Learned categorical perception in neural nets: Implications for symbol grounding.@Symbol processors and connectionist network models in artificial intelligence and cognitive modelling: steps toward principled integration, 191-206.@Yes$Mulili B.M. and Wong P. (2011).@Corporate governance practices in developing countries: The case for Kenya.@International journal of business administration, 2(1), 14.@Yes$Cyert R.M. and March J.G. (1963).@A behavioral theory of the firm.@Englewood Cliffs, NJ, 2.@Yes$Daft R.L. and Weick K.E. (1984).@Toward a model of organizations as interpretation systems.@Academy of management review, 9(2), 284-295.@Yes$Isaacs W. and Senge P. (1992).@Overcoming limits to learning in computer-based learning environments.@European Journal of Operational Research, 59(1), 183-196.@Yes$Huber G.P. (1991).@Organizational learning: The contributing processes and the literatures.@Organization science, 2(1), 88-115.@Yes$Argyris C. (1989).@Strategy implementation: An experience in learning.@Organizational Dynamics, 18(2), 5-15.@Yes$Huff A.S. and Jenkins M. (2002).@Mapping strategic knowledge.@Sage.@Yes$Jyothibabu C., Farooq A. and Bhusan Pradhan B. (2010).@An integrated scale for measuring an organizational learning system.@The Learning Organization, 17(4), 303-327.@Yes$Argyris C. (1989).@Strategy implementation: An experience in learning.@Organizational Dynamics, 18(2), 5-15.@Yes$Aragon M.I.B., Jiménez D.J. and Valle R.S. (2013).@Training and performance: The mediating role of learning.@Business Research Quarterly, 17, 161-173.@Yes$Easterby&#8208;Smith M., Crossan M. and Nicolini D. (2000).@Organizational learning: debates past, present and future.@Journal of Management Studies, 37(6), 783-796.@Yes$Warr P. (2002).@Psychology at work.@Penguin UK.@Yes$Fiol C.M. and Lyles M.A. (1985).@Organizational learning.@The Academy of Management Review, 10 (4), 803-813.@Yes$Greeno J.G. and Moore J.L. and Smith D.R. (1993).@Transfer of situated learning.@American Psychological Association, 96-167.@Yes$Glynn M.A., Lant T.K. and Milliken F.J. (1994).@Mapping learning processes in organizations: A multi-level framework linking learning and organizing.@Advances in managerial cognition and organizational information processing, 5, 43-83.@Yes$Anderson P. (1999).@Perspective: Complexity theory and organization science.@Organization science, 10(3), 216-232.@Yes$Monge P.R. (1987).@The network level of analysis.@Handbook of communication science, 239-270.@Yes$Markovsky B.N. (1998).@Social network conceptions of group solidarity.@University of South Carolina - Columbia, 343-372.@Yes$Weick K.E. (1976).@Educational organizations as loosely coupled systems.@Administrative Science Quarterly, 1-19.@Yes$Flanagin A.J., Monge P. and Fulk J. (2001).@The value of formative investment in organizational federations.@Human Communication Research, 27(1), 69-93.@Yes$Sfard A. (1998).@On two metaphors for learning and the dangers of choosing just one.@Educational researcher, 27(2), 4-13.@Yes$Holland C.P. and Light B. (1999).@A critical success factors model for ERP implementation.@IEEE software, 16(3), 30.@Yes$Monge P.R. and Contractor N.S. (2003).@Theories of communication networks.@Oxford University Press, USA.@Yes$Welbourne T.M., Johnson D.E. and Erez A. (1998).@The role-based performance scale: Validity analysis of a theory-based measure.@Academy of management journal, 41(5), 540-555.@Yes$Mathis R., John H. and Jackson (2009).@Human Resources Development (Track MBA Series/Terjemahan).@Jakarta: Prestasi Pustaka.@Yes$Aguinis H. and Kraiger K. (2009).@Benefits of training and development for individuals and teams, organizations, and society.@Annual review of psychology, 60, 451-474.@Yes$McCloy R.A., Campbell J.P. and Cudeck R. (1994).@A confirmatory test of a model of performance determinants.@Journal of applied psychology, 79(4), 493.@Yes$Guest D.E. (1997).@Human resource management and performance: a review and research agenda.@International journal of human resource management, 8(3), 263-276.@Yes$Locke E.A. and Latham G.P. (1990).@A theory of goal setting and task performance.@Prentice-Hall, Inc.@Yes$Jayothibabu C., Ayesha F. and Paradhan B.B. (2010).@An integrated scale for measuring an organizational learning system.@Journal of Management Development, 17 (4), 303-327.@Yes$Marsick V.J. and Watkins K.E. (2001).@Informal and incidental learning.@New directions for adult and continuing education, (89), 25-34.@Yes$Teclemichael Tessema M. and Soeters J.L. (2006).@Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service.@The International Journal of Human Resource Management, 17(1), 86-105.@Yes$Pakistan Department of Telecommunication (2013).@PTA annual report (2013-12).@ISBN: 978-969-8667-54-2. www.pta.gov.pk@No$Kaiser H. F. (1974).@An index of factorial simplicity.@Psychometrika, 39(1), 31-36.@Yes
@Short Communication
<#LINE#>Effect of Occupation Status on Customer’s Perception for Smart Phone Mobile Services<#LINE#>Rajeev K. @Shukla <#LINE#>24-27<#LINE#>4.ISCA-RJMS-2016-086.pdf<#LINE#>Shri Vaishnav School of Business Management, SVVV, Indore, MP, India<#LINE#>20/8/2016<#LINE#>23/10/2016<#LINE#>Indian mobile market is one of the fastest growing markets with total subscriber base of 996.49 millions (wireless & wire line) and overall tele density of 79.38. The growth of subscribers has witnessed intense competition among service providers and many innovations in service and price offerings. It is not exaggerating to say that the telecommunications sector has become dynamic and vital to the economic development of the nations. This is a result of the tremendous technical progress, as well as the emergence of many network operators and the ensuing intense competition among the service providers. The present study is based on extended TAM model in which the Occupation status effect on customers’ perception for Smart Phone mobile services has been studied. The findings of this research are very informative for Smart Phone service providers. The findings of the study revealed that irrespective of Occupation status respondents found the Smart Phone services useful, easy to use, willing to use and recommend to use Smart Phone services to their friends and relatives. However, some degree of differences in opinion of respondents was also observed. Private employees were agreed that usage of Smart Phone services provides an opportunity for relaxing to them and its use for multiple activities. Student respondents were agreed that it is interesting and enjoyable to use Smart Phone services. They were delighted with Smart Phone services. Thus, findings of the study can be incorporated in marketing plan and marketing strategy by the service providers by designing multipurpose usage that can target to a broad spectrum of customers need.<#LINE#>TRAI (2016).@The Telecom Regulatory Authority of India.@www.trai.gov.in, accessed on 13/5/2016.@No$Pagani M. (2004).@Determinants of adoption of third generation mobile multimedia services.@Journal of Interactive Marketing, Summer, 18, 3, 46-59.@Yes$Tang L. (2008).@Key success factors in Smart Phone services adoption: a consumer perspective.@ESC Rennes School of Business, 1-7.@No$Plouffe C., Hulland J. and Vandenbosch M. (2001).@Research Report: Richness versus Parsimony in Modeling Technology Adoption Decision-Understanding Merchant Adoption of a Smart Card-Based Payment System.@Information Systems Research, 12(2), 208-222.@Yes$Davis F.D., Bagozzi R.P. and Warshaw P.R. (1989).@User acceptance of computer technology: A comparison of two theoretical models.@Management Science, 35, 982-1002.@Yes$Ajejan I. (1991).@Organizational Behavior and Human Decision Processes.@50, 179-211.@No
<#LINE#>Subscriber Churning of Madhya Pradesh and Chhattisgarh Telecom Service Providers: A Gender Based Study<#LINE#>Peeyush@Shrivastava,D.T.@Manwani <#LINE#>28-30<#LINE#>5.ISCA-RJMS-2016-109.pdf<#LINE#>Pacific Academy of Higher Education and Research University, Udaipur (Raj), India@Pacific Academy of Higher Education and Research University, Udaipur (Raj), India<#LINE#>2/9/2016<#LINE#>21/10/2016<#LINE#>Handling customer churn is of great worry to universal broadcastings service providers and as the market matures it is becoming a more severe problem. The importance of this research is to do a gender based study of Subscriber churning of telecom licensed service providers of Madhya Pradesh and Chhattisgarh. In this paper Analysis of Variance (ANOVA) is used on the sample size of 700 respondents. This will help the leading telecom operators like Idea, Airtel etc. to plan their promotion strategy well, develop their products by sensing the need of the Customer and to generate & maximize additional revenue.<#LINE#>Asser J.R. and Lovelock C. (1992).@Zero Defection: Quality Comes to Services.@Managing Services, Marketing, Operations and Human.@Yes$Tech Tarket Corporate (2005).@What Is.@TechTarket Corporate, http://searchmobilecomputing.techtarget.com. [Accessed on 1/Sep/2007].@No$Jahanzeb S. and Jabeen S. (2007).@Churn Management in the Telecom Industry of Pakistan: A Comparative Study of Ufone and Telenor.@Journal of Database Marketing & Customer Strategy Management, 120-128.@Yes$Kanniappan S. (2014).@How to Reduce Churn in a Telco Industry.@Happiest Mind Technologies, 2-6.@No$Chandar M., Laha A. and Krishna P. (2006).@Modeling Churn Behavior of Bank Customers Using Predictive Data Mining Techniques.@National Conference on Soft Computing Techniques for Engineering Applications.@Yes$Almana A.M., Aksoy M.S. and Alzahrani R. (2014).@A Survey on Data Mining Techniques in Customer Churn Analysis for Telecom Industry.@International Journal of Engineering Research and Applications, 4(5), 165-171.@Yes$Mattison R. (2005).@The Telco Churn Management Handbook.@Oakwood Hills, Illinois: XTT Press, USA.@Yes$Richeldi M. and Perrucci A. (2002).@Churn Analysis Case Study, Enabling End-User Datawarehouse Mining.@Contract No.: IST-1999-11993, Telecom Italia Lab.@Yes$Lazarov V. and Capota M. (2007).@Churn Prediction.@Business Analytics Course, 1-5.@Yes$Flordal P. and Friberg J. (2013).@Modeling Customer Lifetime Value in the Telecom Industry.@Master’s thesis submitted to the Department of Production Management, Lund University 16.@Yes
@Review Paper
<#LINE#>A Literature Investigation on Hedge Funds: Crisscrossing Pompous Edges by Revisiting History<#LINE#>N.K.@Totala,Deepika@Batra <#LINE#>36-40<#LINE#>6.ISCA-RJMS-2016-101.pdf<#LINE#>Institute of Management Studies, Devi Ahilya Vishwavidyalaya, Indore, MP, India@Institute of Management Studies, Devi Ahilya Vishwavidyalaya, Indore, MP, India<#LINE#>1/9/2016<#LINE#>25/10/2016<#LINE#>Hedge funds in the previous years have become attractive with regards to money and portfolio management. An investment partnership started by Alfred Jones in 1949 in USA that was regarded as the first Hedge Fund adapted to store and enhance wealth management in the coming times almost for 80 years then. Even the Great Depression period of 1930’s and the breakdown of Bretton Wood Conference in 1970 and later on the first oil crisis in 1973-74 also characterized the remarkable growth of hedge funds in money management.   But it was in 1998, the near breakdown of Long Term Capital Management (LTCM) that initiated a international liquidity crisis and  that called out for the scrutinization of hedge funds typically for their publicized performance problems. It would be more appropriate to exactly figure out how the mood of hedge funds swings and why. For this the paper attempts and presents a chequered history of hedge funds and to explore their current scenario in the present financial world.<#LINE#>Rapperport A. (2007).@A Short History of Hedge Funds.@CFO Magazine. Retrieved from: http://www.cfo.com/ article.cfm/8914091/c_8913455. Visited on: July, 13, 2011.@No$Milnes Paul (2014).@The History of Hedge Funds.@Retrieved from: http://www.hedgethink.com/ education/ history-hedge-funds/. Accessed on: September 06, 2016 at 7:31pm.@No$Totala Batra and Totala (2014).@Hedge Funds Origin as a Tool for Risk Mitigation.@The Paths Ahead Globally 2014, ISBN: 978-93-84648-53-4.@No$Makin John H. (2009).@Hedge Funds: Origins & Evolution.@Retrieved from: www.aei.org, 2006/papaers/ economics/financial-services/hedge_funds_origins_and_ evolution/.@Yes$Ineichen Alexander (2008).@Roadmap to Hedge Funds.@Alternative Investment Management Association, London, November, Retrieved from: www.ineichen_rm.com/ index.php?option=com_content&view=article&id=55&Itemid=65.@Yes$Coldwell T. and Kirkpatrick T. (1995).@A Primer on Hedge Funds.@Courtesy of Lookout Mountain Capital, Inc, Elsevier.@Yes$Jobman Darrell (2002).@The Hand Book of Alternative Investments.@Tremont Advisers and TASS Investment Research, “Hedge Funds,” Canada. John Wiley & Sons, Inc.@Yes$Anderson S.C., Born J.A. and Schnusenberg O. (2010).@Closed-End Funds, Exchange-Traded Funds, and Hedge Funds.@Innovations in Financial Markets and Institutions, 18, 87-103, Boston, MA: Springer US. Accessed on: 01 September, 2016 at 8:53 pm. Accessed on: 01 September, 2016 at 8:43pm.@Yes$Njavro Mato (2012).@Asia-Focused Hedge Funds: Analysis of Performance, Performance Persistence and Survival.@Dissertation no. 4032 of the University of St. Gallen, School of Management, Economics, Law, Social Sciences and International Affairs. Retrieved From: http:// www1.unisg.ch.,2012/www/edis.nsf/SysLkpByIdentifier/4032/$FILE/dis4032.pdf.@Yes$RE Rubin, A Greenspan, A Levitt, B Born (1999).@Hedge Funds, Leverage, and the Lessons of Long-Term Capital Management.@President’s Working Group on Financial Markets, Retrieved from: http://www.ustreas. gov/press/releases/reports/hedgfund.pdf, April, 1999.@Yes$Connor Gregory and Woo Mason (2004).@An Introduction to Hedge Funds.@Financial Markets Group, London School of Economics and Political Science, London, UK. Retrieved from: http:/eprints.lse.ac.uk/24675/1/dp477.pdf. Accessed on: 03 September, 2016 at 6:53pm.@Yes$Agrawal Vikas and Naik Narayan N. (2000).@Introduction to Hedge Funds.@Financial Times Article, Retrieved from: http://www2.gsu.edu/~fncvaa/FT%20article.pdf.@Yes$Fung William and David A. Hsieh (2000).@A Primer on Hedge Funds.@Journal of Empirical Finance,  7, 1-36.@Yes$Eichengreen Barry and Mathieson Donald (1999).@Hedge Funds: What Do We Really Know?.@International Monetary Fund, ISBN 1-55775-849-2, September, Retrieved from: http://www.imf.org/external/ pubs/ft/ issues/ issues19/@No$Oppel Richard A. (1999).@Calpers Plans to Invest More Aggressively.@New York Times, September, Final edition, Page C2.@No$Financial Stability Forum (2000).@Report from the Working Group on Heavily Leveraged Institutions.@Retrieved from: http://www.fsforum.org/ publications/ Rep_WG_HLI00.pdf.@No$Deutschman Alan (2001).@George Soros.@Retrieved from:   http://dir.salon.com/people/bc/2001/03/27/soros/index.html.@Yes$Liang Bing (2001).@Hedge Fund Performance 1990-1999.@Financial Analysts Journal, 57, 1, January/ February, Page 11-18.@Yes$Gabelli Mario J. (2001).@The History of Hedge Funds - The Millionaire@New York.@Yes$Sugathan Ajusal (2016).@What is the hedge fund scene in India? Why are Indians not starting hedge funds out of their dorm rooms like in the US?.@Retrieved from: www.quora.com. Accessed on: 25 August, 2016 at 6:53pm.@No
<#LINE#>Banking Efficiency: Literature Exposition for DEA Approach<#LINE#>Hitendra@Trivedi,Dharmendra@Mehta,Naveen K.@Mehta <#LINE#>41-44<#LINE#>7.ISCA-RJMS-2016-117.pdf<#LINE#>FMS, Pt. JNIBM, Vikram University, Ujjain, MP, India@FMS, Pt. JNIBM, Vikram University, Ujjain, MP, India@SUBIS, Barla, Raisen, MP, India<#LINE#>4/9/2016<#LINE#>12/10/2016<#LINE#>DEA is a popular perspective in dealing with of efficiency measurement specifically in context of financial sector irrespective of system the country. Everyone knows that money is the blood of economy and the flow of money is regulated by financial institutions. Their efficiency is to be measured consistently to ensure their working at the optimum level. This paper sets a systematic juncture for precise understanding of the literature available concerned with DEA in context of research works undertaken globally. This paper is composed with an aim to comprehend the DEA approach of efficiency measurement for financial institutions and to consolidate the works already bone by various researchers in the field.<#LINE#>Hogue R. and Rayan I. (2012).@Data envelopment analysis of banking sector in Bangladesh.@Russian Journal of Agricultural and Socio-Economic Sciences, 5(5), 17-22.@Yes$Tahir I.M., Abu Baker N.M. and Haron S. (2009).@Evaluating efficiency of Malaysian banks using data envelopment analysis.@International Journal of Business and Management, 4(8), 96&#8208;106.@Yes$Shanmugam K.R. and Das A. (2004).@Efficiency of Indian commercial banks during the reform period.@Applied Economics, 14, 681-686.@Yes$Lang G. and Welzel P. (1999).@Mergers among German cooperative banks: a panel-based stochastic frontier analysis.@Small business economics, 13(4), 273-286.@Yes$Sathye M. (2003).@Efficiency of Banks in Developing Economy: The Case of India.@European Journal of Operational Research, 148(3), 662-671.@Yes$Noulas A.G. and Ketkar K.W. (1996).@Technical and Scale Efficiencies in the Indian Banking Sector.@International Journal of Development Banking, 14(1), 19-27.@Yes$Berger A.N. and Humphrey D.B. (1997).@Efficiency of financial institutions: International survey and directions for future research.@European Journal of operational research, 98(2), 175-212.@Yes$Shahroudi K., Taleghani M. and Mohammadi G. (2012).@Application of two-stage DEA technique for efficiencies measuring of private insurance companies in Iran.@International Journal of Applied Operational Research, 1(3), 91-104.@Yes$Khaddaj W.W. (2010).@Evaluating banks efficiency in Syria: An empirical study using Data Envelopment Analysis.@Available at SSRN 1876475.@Yes$Ahmad W.M.A.W., Nawi M.A.A. and Aleng N.A. (2013).@Relative Efficiency Analysis Industry of Life and General Insurance in Malaysia Using Stochastic Frontier Analysis (SFA).@Applied Mathematical Sciences, 7(23), 1107-1118.@Yes
@Short Review Paper
<#LINE#>Innovative Agricultural Technology: Viable tool for Socio-Economic Rural Empowerment<#LINE#>Jyoti@Gaur,Aman@Sharma <#LINE#>45-48<#LINE#>8.ISCA-RJMS-2016-120.pdf<#LINE#>School of Commerce, DAVV, Indore, MP, India@School of Commerce, DAVV, Indore, MP, India<#LINE#>14/9/2016<#LINE#>1/11/2016<#LINE#>Agriculture and natural resource management are crucial for pro-poor growth; empowerment is key to the success and sustainability of development initiatives in these areas. In critical appraisal of Innovative agricultural Technology in India, most of the technology though promising in laboratory, has failed to provide a viable solution for social and economic Problem of the farmers. No Proper attention has been paid towards empowerment and participation of farmers in the decision making process for release of technology thus casting a shadow over the role of meaningful role of agricultural technology.  Though some of the technologies, such as improved varieties of seeds have directly benefited, however,, the agricultural  sector is still facing many challenges like poverty, lack of irrigation facility and irregular monsoon, droughts, floods, biotic factors such as crop diseases and insect pests,  technology adoption due to small holdings, lack of training facilities, other factors such as neglected by extension workers. So it is necessary to understand the problem of rural people specially pertaining to agriculture because agriculture is main plank for rural development, therefore   adoption of innovative agricultural technology would provide socio economic empowerment of rural people Frequent interaction between agricultural technology and other determinants of income would lead  to quantify the positive impact of  technology adoption on resource less farmers, in terms of rise in income and socio-economic empowerment for improvement of quality of rural life.<#LINE#>Colier P. (2002).@Globalisation Growth and Poverty: Building an Inclusive World Economy.@A World Bank Policy Research Report, The World Bank, Washington, DC.@Yes$Parthasarathy D. and Chopde V.K. (2000).@Building Social Capital: Collective Action, Adoption of Agricultural Innovations, and Poverty Reduction in the Indian Semi-Arid Tropics.@2nd Global Development Network Conference, Tokyo.6.@Yes$Gulati Ashok and Tim Kelley (1999).@Trade liberalisation and Indian agriculture: cropping pattern changes and efficiency gains in semi-arid tropics.@Oxford University Press.@Yes$Kolli Rama Devi and Cynthia Bantilan (1997).@Gender-related impacts of improved agricultural technologies: identification of indicators from a case study.@Gender, technology and development, 1(3), 371-393.@Yes$Mitter Swasti (1995).@Does New Technology Bode Well for Working Women?: An Evaluation and Analysis.@The United Nations University, No. 12.@Yes$Alauddin M. and Tisdell C. (1988).@Patterns and determinants of adoption of high yielding varieties: farm-level evidence from Bangladesh.@The Pakistan Development Review, XXVII(2), 183-210.@Yes$Omvedt Gail and Kelkar Govind (1995).@Gender and technology: emerging visions from Asia.@Gender and Development Studies Center, School of Environment, Resources and Development, Asian Institute of Technology.@Yes$Vakulabharanam Vamsi et. al. (2011).@Understanding the Andhra Crop Holiday Movement.@Economic & Political Weekly, 46(50),13-17.@Yes