Executive Director, Srini Raju Centre for IT and the Networked Economy
Area Information Systems
Affiliation Indian School of Business
- In The Media
Dr. Deepa Mani is an associate professor in the Information Systems group and Research Fellow at the Indian School of Business. She is the faculty coordinator for the IBM Research Collaboratory in service science at ISB. Professor Mani’s research interests are at the intersection of technology, organisation, and society. She is interested in studying the impact of technology on organisation of economic activity, including firm boundary decisions, and the impact of such organisation on firm value and economic productivity. Her research articles have been published in leading journals such as MIS Quarterly, Information Systems Research, Sloan Management Review and MIS Quarterly Executive. They have also been featured in refereed conference proceedings, edited book chapters, and popular media outlets such as Forbes, CIO Magazine, Economic Times, LiveMint, Yahoo Finance and The Street.
Ph D (Information Systems), University of Texas
Masters in Information Systems Management, Carnegie Mellon University
Post Graduate Diploma in Business Administration, University of Mumbai
BA ((Honors) Mathematics), St. Stephen's College, Delhi University
Yahav, Inbal, Galit Shmueli, Mani, Deepa. (Forthcoming) "Tree-Based Approach for Addressing Self-Selection in Impact Studies: Applications to eGov and Outsourcing", MIS Quarterly
Kiron Ravindran, Anjana Susarla, Mani, Deepa.,Vijay Gurbaxani. (2015) "Social Capital and Contract Duration in Buyer-Supplier Networks for Information Technology Outsourcing", Information Systems Research, 26 (2), 379-397
Mani, Deepa., Nandkumar, Anand. (Forthcoming) "The Differential Impacts of Markets for Technology on the Value of Technological Resources: An Application of Group-Based Trajectory Models", Strategic Management JournalWe study how the influence of technological capabilities for performance is contingent upon the environment that a firms sells its output. In addition, we also demonstrate the usefulness of a novel statistical technique called the Group Based Trajectory (GBT) model for empirical strategy research. With GBT and using a novel dataset of Indian pharmaceutical firms, we study how relative impact of product (innovation) capability and process (innovation) capability varies for an exporter versus a firm that predominantly operates in the domestic market. While technological capability in general is valuable for performance, it is more valuable for an export intensive firm than to a domestic oriented firm. Moreover, while product capability is more valuable for a domestic oriented firm, process capability is more valuable for an export intensive firm. While our results demonstrate the importance of a key resource for competitive advantage as the RBV suggests, they also demonstrates that the value of a specific capability is contingent upon the environment.
Mani, Deepa.,Barua, Anitesh. (2014) "Augmenting Conflict Resolution with Informational Response: A Holistic View of Governance Choice in Business Process Outsourcing", Journal of Management Information Systems, 31 (3)While business process outsourcing (BPO) is considered a strategic necessity in the modern enterprise, recent research and industry observations suggest that firms may not always decide upon BPO governance structures that maximize value creation. In analyzing how firms should manage this inter-organizational relationship, we consider the level of hierarchical controls embedded in the governance structure. We integrate perspectives from neo-institutional economics and information processing theory to posit that the relationship between the uncertainty in business environment, task and BPO relationship and the chosen governance structure is mediated by Information Processing requirements. Further, we draw upon Information Systems literature on inter-organizational systems to hypothesize that technological capabilities that enable communication, coordination and collaboration in the BPO relationship play a moderating role in enabling higher levels of hierarchical control in response to higher levels of IP requirements. Data on 130 BPO initiatives provide empirical support for our hypotheses regarding the mediating and moderating effects of IP requirements and technological capabilities respectively. These results bear implications for theory building regarding complex inter-organizational relationships characterized by incentive conflicts and complexity.
Mani, Deepa., Srikanth, Kannan.,Anandhi Bharadwaj. (2014) "Efficacy of R&D Work In Offshore Captive Centers: An Empirical Study of Task Characteristics, Coordination Mechanisms And Performance", Information Systems Research, 25 (4), 846-864
Mani, Deepa.,Barua, Anitesh.,Whinston, Andrew. (2013) "Outsourcing Contracts and Equity Prices", Information Systems Research, 24 (4), 1028 – 1049We investigate the impact of outsourcing on long-term financial performance of the firm. Outsourcing initiatives vary in terms of uncertainty and complexity of the engagement and consequent choice of the governing contract (fixed or variable). Using data on the hundred largest outsourcing initiatives implemented between 1996 and 2005, we find that relative to an industry, size-and book-to-market matched sample of control firms, the mean three year buy-and-hold abnormal return for fixed price outsourcing contracts is 17.5 percent (p<0.05) while the equivalent return for variable price contracts is -21.2 percent (p<0.10). We find support for the hypothesis that lower (greater) levels of complexity and uncertainty in the task and relational environments that increase the likelihood of choice of fixed (variable) price contracts are associated with greater (lower) returns to outsourcing. The market is slow to incorporate this signal provided by the contract. The results imply that firms have not managed strategic outsourcing initiatives efficiently, destroying significant shareholder value in the process.
Bapna, Ravi., Barua, Anitesh., Mani, Deepa., Mehra, Amit. (2010) "Cooperation, Coordination and Governance in Muti-Sourcing: An Agenda for Analytical and Empirical Research", Information Systems Research , 21 (4), 785-795Multi-sourcing, the practice of stitching together best-of-breed IT services from multiple, geographically dispersed service providers represents the leading edge of modern organizational forms. While major strides have been achieved in the last decade in the Information Systems (IS) and strategic management literature in improving our understanding of outsourcing, the focus has been on a dyadic relationship between a client and a vendor. We demonstrate that a straightforward extrapolation of such a dyadic relationship falls short of addressing the nuanced incentive-effort-output linkages that arise when multiple vendors, who are competitors, have to cooperate and coordinate to achieve the client’s business objectives. We find that when multiple vendors have to work together to deliver end-to-end services to a client, the agents’ efforts critically hinge on the degree of interdependence between the various tasks as well as the observability and verifiability of output. Based on the analysis of actual multi-sourcing contract details over the last decade, interviews with leading practitioners and by developing a stylized analytical model, we lay the foundation for a normative theory of multi-sourcing and present a research agenda in this domain.
Mani, Deepa., Barua, Anitesh., Whinston, Andrew. (2010) "An Empirical Analysis of the Impact of Information Capabilities Design on Business Process Outsourcing Performance", MIS Quarterly, 34 (1)Organizations today outsource diverse business processes to achieve a wide variety of business objectives ranging from reduction of costs to innovation to business transformation. This study builds on the information processing view of the firm to propose that performance heterogeneity across business process outsourcing (BPO) exchanges is a function of the design of information capabilities (IC) that fit the unique information requirements (IR) of the exchange. Further, we compare performance effects of the fit between IR and IC across dominant categories of BPO relationships to provide insights into the relative benefits of enacting such fit between the constructs. Empirical analysis of survey data on 127 active BPO relationships supports our hypotheses. The results have important implications for how BPO relationships must be designed and managed to realize performance gains from BPO.
Mani, Deepa.,Barua, Anitesh.,Whinston, Andrew. (2006) "Successfully Governing Business Process Outsourcing Relationships", MIS Quarterly Executive, 5 (1), 15-29Business Process Outsourcing (BPO) has matured into a powerful organizational lever for achieving a variety of strategic business objectives. But despite BPO’s strategic promise, many organizations are unprepared for the governance of this new way of working. Thus, many outsourcing programs fall short. We suggest that insufficient attention to BPO governance is the main reason BPO relationships fail to deliver value. We present a governance model that increases the odds of BPO success. It is based on the premise that three key requirements of the outsourced process—its interdependence with other processes, its complexity, and its strategic importance to the enterprise—should determine three key BPO governance capabilities—the outsourcing contract, relationship management, and technical capabilities. When this alignment is explicit, the relationship will succeed. We have tested the model using survey data on 137 BPO relationships. We illustrate the model’s premise using the successful experiences of Merrill Lynch and Qatar Airways at governing very different business processes, one transformational and the other transactional.
Mani, Deepa. (2006) "Successful Business Process Outsourcing", Sloan Management Review, Intelligence Section, 47 (2), 5-6A brief synopsis of Of Process Analysis and Alignment: A Model of Governance in BPO Relationships (University of Texas at Austin working paper, May 2005) by Deepa Mani, Anitesh Barua and Andrew B. Whinston
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Strategies for the Digital Economy
Global Sourcing of IT Enabled Services
Strategic Analysis of Information Technology
Strategic Analysis of Innovation Technology
FPM- Information Systems Seminar – I
Global Sourcing of IT-Enabled Services
Mani, Deepa (2015) Siliconindia.com, May 31, 2015
Mani, Deepa (2015) Sify.com, May 31, 2015
Mani, Deepa (2015) Business insiderindia.com, May 31, 2015
Mani, Deepa (2015) Business Standard, May 31, 2015
Mani, Deepa (2015) May 31, 2015
Mani, Deepa (2015) Hindustan Times, May 31, 2015
Mani, Deepa (2015) PTI, May 31, 2015
Mani, Deepa (2015) Economic Times, May 31, 2015
Mani, Deepa (2015) Express computers, May 31, 2015
Mani, Deepa (2015) DNA, May 31, 2015
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