Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
  1. Home
  2. Search

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

1 results

  • 10 - Innovation Based on Value Co-creation through Employees at HCL Technologies

  • from Part II - Types of Innovation in Emerging Markets
  • Edited by Fernanda Cahen, Lourdes Casanova, Cornell University, New York, Anne Miroux, Cornell University, New York
  • Book:
    Innovation from Emerging Markets
    Published online:
    15 March 2021
    Print publication:
    25 March 2021, pp 278-299

  • Summary

    The chapter presents the analysis of the “Employees First, Customers Second” (EFCS) management philosophy at HCL Technologies (Global IT consulting company, Indian origin). EFCS proposes that it is the employees who create real value for the customers and HCL Technologies transformed the entire organization to empower them and ensure their wellbeing. As a result, the “value zone” was identified in the interface between HCL Technologies employees and customers for value co-creation. The case study followed a longitudinal in-depth analysis of the sustainability or annual reports from 2011 to 2019. The study also included HCL Technologies' former CEO Vineet Nayar’s public speeches, news reports, and research papers related to EFCS. The case provides evidence of a model of innovation based on value co-creation through employees. The model has three pillars: (a) employees’ wellbeing, (b) employees’ empowerment, and (c) innovation through value co-creation. Each pillar contains supporting management and human resource practices.