INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue X, October 2025  
A Study into The Analysis of The Discrepancy in Skills Among IT  
Professionals and Its Effect on Company Performance, With A  
Specific Focus on Info-Park, Kochi, Kerala.  
Jishin George Oommen1, Dr M Manimekalai2  
1 Research scholar, Srimad Andavan Arts and Science College, Affiliated to Bharathidasan University Tiruchirappalli  
2 Assistant professor, Srimad Andavan arts and Science College, Affiliated to Bharathidasan University Tiruchirappalli  
DOI: https://doi.org/10.51583/IJLTEMAS.2025.1410000166  
Abstract: In the present era of rapid technological transformation, technical proficiency and adaptive capabilities have become  
crucial determinants of organizational success. Despite widespread access to training resources, many firms continue to struggle  
with persistent talent shortages and widening skill gaps. These gaps impede employee performance, reduce organizational  
efficiency, and ultimately affect economic progress. In current era of technological growth, individuals who possess proficient  
technical skills can easily elevate themselves to higher positions within organisations, enterprises, and society. It is a widely  
accepted fact that despite having access to numerous resources, many firms are still grappling with the fundamental challenges  
posed by the talent gap. The presence of skill gap issues not only hampers the performance of employees and companies, but also  
has a detrimental effect on the economic growth. Every organisation has the responsibility to detect skill gaps among personnel  
and implement effective ways to address these fundamental challenges. The primary objective of the study was to evaluate the  
discrepancy in skills and establish the correlation between skills and performance of the personnel employed in IT companies  
situated at Infopark cochin. A sample of 50 IT companies was chosen from the Infopark for the study. The necessary data for the  
analysis were gathered from the HR managers of the individual IT organisations. A well-designed questionnaire was used as the  
method of data collection. The study was done by analysing the employees' diverse skill sets, identifying skill gaps, assessing their  
influence on employee performance, and examining the strategies implemented by firms to address these issues. A strong correlation  
has been shown between the fundamental challenges of the skills gap and the performance of firms.  
Keywords: Skill set, Skill Gap, Employee performance, Skill gap problems, Remedial measures taken  
I. Introduction  
We all live in a time when cutting-edge technologies are everywhere, and they have been changing to help people live better lives.  
For people born after 2000, it's hard to imagine life without most of the technology we use today. These amazing new ideas not  
only took over the world, they also made their way into the minds of everyone living here. If we look at the areas that work with  
technology, we can see that IT is not just something that helps digital businesses, it is the business itself, and no one is against this.  
In this way, IT is an important part of our time. It is a fact that the success of any business rests on how well their employees do  
their jobs. Most likely, how well the employees do their jobs depends on the skills and knowledge they have. Besides that, the  
quality of the results depends on these skill sets, which change depending on the business situation.  
The analysis of the skill gap among IT professionals and its impact on company performance reveals several significant findings.  
Firstly, skill gaps in IT and engineering industries can inhibit human performance, necessitating a well-developed set of professional  
skills, advanced technical expertise, and sufficient experience (Romo, 2013). Additionally, in IT management, the smallest skill  
gaps are found in using technological solutions efficiently, while larger gaps occur in areas like obtaining funds, emotional  
assessments, personnel decisions, synthetic thinking, and managing finances properly (Roszyk-Kowalska, Kraśniak, & Klimanek,  
2022).  
Competency gaps among IT professionals can negatively impact an organization's efficiency, effectiveness, and performance,  
making it crucial to address these gaps through training and development programs (Harahap & Wardhono, 2020). Peripheral ICT  
skills like browser skills, software selection, and computing networks also present significant skills gaps, requiring staff  
development and training in innovative firms (Hay, 2003). The skills gap has broader impacts on global economics, human capital  
development, and business performance, with potential long-term joblessness and income polarization (Thota, 2011). Furthermore,  
the CIO-CEO gap, influenced by factors like poor understanding of IT, lack of a clear vision, and poor relationship skills, hinders  
IT alignment with organizational goals and performance improvement (Krotov, 2015). There is also a perception gap between IT  
professionals and students regarding the importance of soft skills, which may hamper the availability of talent in the IT sector  
(Dubey, Paul, & Tewari, 2021). IT professionals need to manage multiple priorities, balance innovation with ROI, and master  
technology while preserving corporate IT infrastructure to close skill gaps and improve company performance (Rose, 2000).  
Continuing with the analysis, a competency-based curriculum can help narrow and even close the skills gap among IT professionals,  
potentially improving company performance. This approach emphasizes the development of specific competencies required in the  
IT sector (Mammi & Ithnin, 2012). Environmental factors such as social and cultural conditions, religion, technology, and economy  
also directly impact skills gaps in digital marketing, which is increasingly relevant for IT professionals (Ghotbifar, Marjani, &  
Ramazani, 2017).  
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INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue X, October 2025  
Intensive training has been found to significantly improve employees' core competence, reducing specific gaps in safety issues and  
troubleshooting, leading to a 60% success rate in core competency (Al-Qadhi & Abdullah, 2021). Additionally, the 'culture gap'  
between IT professionals and business colleagues is a key factor in limiting the successful utilization of IT in companies (Grindley,  
1992). This gap highlights the need for IT professionals to not only have technical skills but also to understand and integrate into  
the broader business culture.  
Furthermore, while hard skills are critical, soft skills such as communication, problem-solving, interpersonal skills, motivation, and  
a positive attitude may be more in demand than specific hard skills in the IT industry (Schirf & Serapiglia, 2017). A training program  
that bridges the business skills gap for IT employees has been shown to improve their performance, highlighting the importance of  
business acumen in the IT sector (Gorman, 2011).  
Moreover, despite employers seeking a variety of skill sets from new hires, the recruitment process often focuses on "hard skills"  
despite valuing well-rounded individuals with business knowledge and good "soft skills" (Gallivan, Truex, & Kvasny, 2002).  
Additionally, attaining top management support can be facilitated by the business and managerial knowledge and skills of IT/IS  
personnel and the business-oriented role of the IT/IS department (Stemberger, Manfreda, & Kovačič, 2011).  
Skill gaps refer to the circumstance where workers lack the necessary competence to do a task at the desired level. In order for a  
firm to progress, it is crucial to thoroughly evaluate the talent gaps that exist. This examination of skill gaps yields significant  
insights about the challenges faced by employees. In order to allow the manager to focus on the essential abilities needed to  
improve employees' performance.  
Despite the efforts of certain organisations to conduct orientations and training programmes, there remains a significant gap that  
hinders the progress of an organisation. Moreover, the disparity in skills might diminish a company's profits and negatively impact  
its long-term viability. Luftman, Kempaiah, and Nash (2006) identified crucial factors that facilitate the successful alignment of  
IT with business management, including: (a) IT comprehends the company's business environment, (b) IT and the business maintain  
a strong cooperation, (c) IT exhibits effective leadership, and (d) IT's strategies. Therefore, it is crucial for the business to identify,  
develop, and execute strategies that can improve and strengthen employee performance. Due to its potential to generate favourable  
changes within organisations compared to previous methods. Assessing the proficiency of experts and employees in performing  
their job is crucial for enhancing performance and attaining the company's objectives.  
II. Review of Existing Literature  
In a study conducted by Shrivarma (2019), the fundamental connection between skill and employee performance was identified.  
The study aimed to evaluate the skill gap and understand the correlation between skills and the performance of employees in the  
design sector. In his 2009 study titled 'Bridging the skill gap: regionally driven strategy for resolving the construction labour  
market crisis', D. Andrew Stephen identified several factors that may have contributed to the recent decline in skill development.  
This decline can be attributed primarily to the industrial growth that has occurred over the past two decades. In addition to  
impacting employees' performance, skill-related concerns can have a significant influence on economic policy and productivity  
performance. Bennel and McGuinness (2009) determined this by a comprehensive investigation on the subject of 'evaluating the  
influence of skill deficiencies on the productivity performance of high-tech companies in Northern Ireland'. The National  
Association of Manufacturers (2009) analysis unveiled that over 80% of industries encountered a dearth of competent and qualified  
labour. The report also noted that the current technologies and talents that were considered innovative will become outdated within  
a timeframe of three to five years. Therefore, it is imperative and also a difficult task for employees to stay current with the skills  
necessary to adapt to the ever-changing commercial and technology landscape. In a study titled "An investigation into skill gaps  
in the software industry of Pakistan," Zareen Sharf and Dr. Wasim (2009) revealed that the crucial factor for organisational  
performance is the alignment of individuals' qualifications with their respective job positions. Furthermore, research has  
determined that a significant number of businesses frequently struggle to accurately identify and assign individuals to suitable  
positions, a situation that might potentially result in the complete failure of projects. The source cited is the "Skills Gaps in the  
World's IT Workforce" white paper published by the Centre for Strategy Research in February 2008. The CompTIA Research  
Organisation and Centre for Strategy Research Inc. conducted an international research study to identify trends and gaps in IT skills,  
explore issues related to recruiting and hiring, and investigate the current and potential growth of the IT market and the rising  
demand for IT professionals. The study identified the primary factors that exerted the greatest influence on the worldwide IT  
sector, as well as the elements that were projected to have an impact on the industry in 2008. The study clearly highlights the  
significance of the collected information in addressing the shortage of IT skills among employers. It can serve as a valuable  
benchmark for employers to assess the skills of their current and future employees, guide them in recruitment and hiring processes,  
and inform policy-makers and educators about potential roles they can play in the industry. Additionally, it helps employees  
understand the specific qualities and skills that employers are seeking. The future of business is threatened by the international  
talent gap in career growth. In 2009, an assessment was conducted to determine the disparity in skills between students in school,  
college graduates, and individuals in the corporate sector. The study was done based on input from HR specialists. The survey  
revealed that a significant number of school learners and recent graduates had a deficiency in fundamental abilities required for  
employment in the business sector.  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue X, October 2025  
III. Theoretical Framework  
The essential abilities that every IT professional should obtain to suit their business objectives can be encapsulated as follows:  
i. Proficiency in Technical Skills: Technical skills refer to the specific abilities and knowledge needed to effectively carry out  
practical tasks. It is necessary for any IT professional to have a foundation of basic technical knowledge and skills, as well as  
certain advanced technical talents. Under this category, activities such as coding, auto CAD, database administration, network  
structure development, and network security can be classified.  
ii. Communication skill: It is imperative for an IT professional to possess excellent linguistic proficiency, clear articulation, and  
impeccable communication abilities. This is crucial since they frequently need to operate internationally, cooperate with clients and  
other corporate entities, and, most importantly, function effectively as part of a team.  
iii. Problem-solving abilities: Problem-solving skills encompass the application of creativity, logical thinking, and intelligence to  
identify appropriate solutions to a problem. Proficiency in these skills is crucial for an IT worker for tasks such as content  
generation, app development, software development, and so on.  
iv. Interpersonal skills: It refer to the abilities we employ on a daily basis to effectively communicate and engage with people.  
These skills encompass listening, speaking, and questioning abilities. The communication skills encompass both verbal and non-  
verbal abilities necessary for the sharing of information.  
v. Decision-making proficiency: Decision-making proficiency encompasses the range of skills required to judiciously choose an  
optimal course of action from a given set of possibilities. IT workers must formulate and implement optimal decisions amidst a  
time characterised by business-related disorder.  
vi. Analytical skill: Analytical skills encompass the abilities required to gather information and solve both simple and difficult  
problems. These skills empower IT workers to assess the issue and identify the optimal solution.  
vii. Creative skills: This skill refers to the ability or propensity to analyses or evaluate anything in a comprehensive manner.  
Creative thinking is a fundamental requirement for IT professionals as it enables them to identify and develop unique and novel  
business strategies that enhance the long-term viability of the company.  
viii. Punctuality: As an IT worker, it is crucial to adhere to strict time management principles in all work-related tasks. It is  
imperative to priorities the completion of projects and meeting deadlines for clients. In addition, it is imperative for every IT  
professional to consider timely planning, prioritising tasks above extraneous matters, and scheduling their work.  
viii. Emotional intelligence: It encompasses self-awareness, self-assessment, self-confidence, self-control, trust, and team spirit,  
all of which are crucial for the efficient functioning of a business.  
x. Project management: It involves the systematic planning and organisation of necessary resources to execute a project in a highly  
effective and efficient manner. Proficiency in leadership, adaptability, teamwork, and time management is necessary for this.  
Industrial Profile  
Infoparks Kerala is an IT Park that is wholly owned by the Government of Kerala. It was created in 2004 with the aim of providing  
infrastructure for IT/ITES companies to operate in the state of Kerala. Infopark is officially recognised as a society under the  
Travancore-Cochin Literary, Scientific and Charitable Societies Registration Act, 1955. Its primary campus is located in Kakkanad,  
Ernakulam. In 2004, the Government of Kerala transferred 100 acres of property owned by KINFRA in Kakkanad to Infoparks  
Kerala for the purpose of establishing an IT Park in Kochi. Currently, Infopark accommodates more than 427 enterprises operating  
from its campuses, employing about 48000 IT experts across different organisations.  
Objectives of The Study  
● To quantify the correlation between factors that contribute to the skill gap and employee performance  
●
●
To assess the impact of employees' skill gap on corporate performance  
To examine the strategies implemented by organisations to address the skill gap  
Hypothesis Framed for the study  
H0: The presence of skill gap difficulties does not have any effect on the performance of companies.  
Ha: The presence of skill gap issues significantly affects the performance of firms.  
The scope of this study  
In order to ensure their survival and match the preferences of customers and organisations, enterprises must adapt to the ever-  
changing business and technology environments of the dynamic globe. Companies must exercise great vigilance and awareness  
when adapting to these changes. The paramount prerequisite for a corporation to fulfil their customer preferences is the cadre of  
proficient and specialised employees they possess. The employees who are entirely devoid of skill gap issues possess the capability  
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INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
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to elevate themselves to the desired standard expected by employers and clients who rely on their help. Therefore, it is crucial for  
every organisation to recognise the disparity in skills among employees and provide them with training to address this issue. The  
extent of this study is shown at this point. The objective of this study was to identify the skill gaps among employees in IT firms,  
specifically focusing on Infopark Kochi in Kerala. Additionally, the study aimed to examine the methods implemented by these  
companies to address these inadequacies, if any.  
IV. Research Methodology  
The survey done among prestigious IT organisations situated at Infopark, kochi, Kerala facilitated the successful completion of the  
study. A total of 50 IT companies were selected from the Infopark premises, which is home to over 427 IT companies. The  
selection was made using a basic random sampling technique. The necessary data for the analysis were gathered from the HR  
managers of the corresponding IT organisations, using a well-designed questionnaire as the method of data collection. The study  
has gathered secondary data from many sources including journals, webpages, databases, case studies, textbooks, and government  
papers. The data collection and subsequent analysis were conducted using IBM SPSS (Statistical Package for Social Sciences)  
using a five-point Likert scale.  
Analysis & Interpretation Results  
Table 1Modes of Recognizing Skill Gaps in the Companies  
Modes  
Frequency  
Percent  
46.0  
Valid  
Percent  
Cumulative  
Percent  
Valid  
Employee Assessment  
Observation  
23  
46.0  
46.0  
4
1
8.0  
2.0  
8.0  
2.0  
54.0  
56.0  
80.0  
82.0  
98.0  
100.0  
360 Degree Reviews  
Key Performance Indicators  
Interview With Employees  
Benchmarking Performance  
12  
1
24.0  
2.0  
24.0  
2.0  
8
16.0  
2.0  
16.0  
2.0  
Using Skill Management  
Software  
1
Total  
50  
100.0  
100.0  
Table 1 shows the methods used by the companies for assessing skill gaps existing among their employees. It is understood from  
the table that ‘employee assessment’ is the most used mode for identifying the skill gaps. Meanwhile software used methods have  
not gained required popularity and acceptance even in this epoch flooded with cutting edge technologies.  
Table 2  
Reliability Statistics  
Cronbach's Alpha  
.748  
Cronbach's Alpha Based on  
Standardized Items  
N of Items  
.750  
10  
The alpha coefficient for the ten items is 0.750, suggesting that the items have acceptable internal consistency.  
Table 2.1  
Item Statistics  
Skills  
Technical Skills  
Mean  
3.60  
Std. Deviation  
.881  
N
50  
50  
50  
50  
50  
Communication Skills  
Problem Solving Skills  
Interpersonal Skills  
2.56  
2.60  
3.64  
3.24  
.787  
.990  
.898  
.797  
Decision Making Skills  
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Analytical Skills  
3.48  
2.90  
2.90  
3.70  
4.28  
.931  
.763  
.839  
.974  
.904  
50  
50  
50  
50  
50  
Creative Skills  
Time Management  
Emotional Intelligence  
Project Management  
Table 3 Level of Satisfaction Regarding the Skills Employees Possess  
Skill  
Highly  
Satisfied  
Neutral  
Dissatisfied  
Highly  
Dissatisfied  
Satisfied  
Technical Skills  
14  
0
34  
18  
18  
44  
42  
42  
18  
26  
40  
24  
40  
20  
42  
28  
44  
32  
60  
42  
24  
18  
12  
62  
22  
12  
10  
16  
16  
28  
14  
04  
0
0
Communication Skills  
Problem Solving Skills  
Interpersonal Skills  
Decision Making Skills  
Analytical Skills  
0
18  
0
16  
0
04  
02  
06  
04  
0
08  
0
Creative Skills  
Time Management  
Emotional Intelligence  
Project Management  
0
22  
54  
0
The table given above clearly projects that none among the total companies are highly satisfied with the various skills their  
employees possess. Even though many feel content on the skills they have, there exists a few who stick to the neutral opinion and  
the count varies according to the nature of skills. Another poignant or disappointing fact that seeks attention is the companies’  
discontent on their employees’ skills. It ranges from dissatisfied to highly-dissatisfied.  
Table 4 Problem If Any Due to Skill Gap  
Frequency  
Percent  
2.0  
Valid Percent  
Cumulative  
Percent  
Valid Not at all a problem  
No problem  
1
3
2.0  
6.0  
2.0  
6.0  
30.0  
8.0  
38.0  
Somewhat a problem  
Serious problem  
Very serious problem  
Total  
15  
21  
10  
50  
30.0  
42.0  
20.0  
100.0  
42.0  
80.0  
20.0  
100.0  
100.0  
Table 5 Impact on Companies Due to the Problems  
Frequency  
Percent  
24.0  
Valid Percent Cumulative Percent  
Valid Increased workload  
Inability to stay competitive  
12  
9
24.0  
18.0  
24.0  
42.0  
18.0  
in global market  
Difficulty in introducing  
new working practice  
20  
5
40.0  
10.0  
40.0  
10.0  
82.0  
92.0  
Delay in completion of  
project works  
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No particular problem /  
none of the above  
4
8.0  
8.0  
100.0  
Total  
50  
100.0  
100.0  
Testing of Hypothesis  
H0: Skill gap problems have no impact on the performance of the companies  
Ha: Skill gap problems have impact on the performance of the companies  
Paired T Test  
Table 6 Paired Samples Statistics  
Variables  
Mean  
N
Std. Deviation  
Std. Error Mean  
Pair 1  
Problem If Any Due To  
Skill Gap  
3.72  
50  
.927  
.131  
Impact On Company Due  
To The Problem  
2.60  
50  
1.195  
.169  
Table 6.1 Paired Sample Correlations  
Variables  
N
Correlation  
Sig.  
Problem If Any Due To Skill Gap &  
Pair 1 Impact On Company Due to the  
Problems.  
50  
-.803  
.000  
Table 6.2 Paired Samples Test  
Paired Differences  
Std. Error 95% Confidence Interval of  
t
df  
Sig. (2-tailed)  
Mean  
Std.  
Deviation  
Mean the Difference  
Lower Upper  
Problem If Any Due To  
Skill Gap  
1.120  
2.017  
.285  
.547  
1.693  
3.927  
49  
.000  
Impact On Company  
Due to the Problems.  
Since the variables i.e. the problems and the impact, adopted for the study were dependent, paired sample T test has been used for  
the better analysis. It has been revealed from the test that the level of significance is .000 which is less than 0.05. So we reject the  
null hypotheses and accept the alternative hypothesis. Hence it is proved that a significant relationship exists between the  
inherent problems of the skill gap and the companies’ performance.  
i.e. H0 ≠Ha  
Table 7 Mostly Practiced Effective Measure  
Effective Measure  
Frequency  
Percent  
62.0  
Valid  
Percent  
Cumulative  
Percent  
Valid  
Providing Training Programmes  
31  
3
62.0  
62.0  
Inject New Talents Into The  
Company  
6.0  
6.0  
68.0  
Changing Job Design  
Embrace Continuous Learning  
Total  
9
7
18.0  
14.0  
18.0  
14.0  
86.0  
100.0  
50  
100.0  
100.0  
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Of several effective measures taken by the respondents to assuage the skill gaps and its problems 62% companies i.e. the majority  
here, have been relying on the method of ‘providing training programmes’ to the employees. Table 5 clearly conveys this. This  
need for training reveals the existence of skill gaps in the employees. Not to mention, other remedial measures such as new talent  
injection, changing job design and providing continuous learning also play a significant role in diminishing the chance for skill  
gaps.  
V. Findings  
Skill gaps significantly affect company performance in Info park IT organizations.  
Communication, creative thinking, and problem-solving are major areas of concern.  
Despite technological advancements, companies rely heavily on traditional assessment methods.  
Training remains the primary intervention strategy.  
Implications  
For Organizations:  
Implement data-driven, continuous skill assessments.  
Adopt 360-degree feedback systems.  
Enhance targeted skilling programs rather than generic training.  
Strengthen internal career pathways to motivate employees.  
For Academia:  
Align curricula with emerging technologies and industry requirements.  
Promote internships, live projects, and experiential learning.  
For Policymakers:  
Support training initiatives and talent development programs within IT hubs like Infopark.  
Limitations  
Data were collected only from HR managers; employee perspectives were not included.  
Self-reported questionnaire data may include subjective bias.  
The study is localized to Infopark, limiting generalizability.  
Objective performance metrics such as productivity indices or turnover rates were not incorporated.  
Suggestions for Future Research  
Use a multisource dataset incorporating employees, supervisors, and performance analytics.  
Conduct longitudinal studies to evaluate long-term effects of training interventions.  
Expand the study across major IT hubs such as Bengaluru, Hyderabad, Pune, and Chennai.  
Quantify the financial cost of skill gaps at the organizational level.  
VI. Conclusion  
The perpetual significance of reducing skill gaps is recognised in the study. No organisation or company can attain optimal  
performance when burdened with employees that struggle with a skill gap. Given the frequent occurrence of skill gaps in the  
workplace, excluding such employees from the organisation offers no discernible benefit or advantage. Instead, companies should  
strive to recognise and comprehend the issue of skill gaps from the employees' perspective. In the case of IT personnel, they not  
only control technology but also play a crucial role in the business. Therefore, every aspect of the business that involves technology  
relies on the employees' skills. Therefore, it is essential for every IT expert to undergo training in order to improve skill gap issues  
and enhance the performance and productivity of firms. The study revealed that the organisations surveyed are also experiencing  
talent shortfalls, along with various other challenges in today's rationalised world. Even proficient IT professionals have skill gap  
issues, resulting in their inability to meet the required levels of productivity and performance set by employers and corporations.  
It is important to note that many organisations studied have tried to take effective strategies to address talent problems. These  
companies can be seen as an ideal example for other companies in different industries. An optimal training initiative not only  
improves the performance of a company, but also diminishes the skill disparities among employees, resulting in increased efficiency  
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and productivity. IT workers that possess strong technical, communication, language, and other abilities will recognise their own  
value and contribute to improved functionality. They will also address skill gaps and take the lead in implementing technologies  
for more efficient results.  
References  
1. Sharf, Z. & Khan, W. A. (2005). An Investigation into the Skills Gap in the Software Industry of Pakistan. International  
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2. Jessica, B. & McGuinness, Seamus. (2009). Assessing the Impact of Skill Shortages on the Productivity performance of  
High tech firms in Northern Ireland. The Economic Research Institute of Northern Ireland, 41(6) 727-737.  
doi.org%2F10.1080%2F00036840601007450.  
3. Andrew, D., Stephen. I. & R. David, (2004). Bridging the skills gap: A regionally driven strategy for resolving the  
construction labor market crisis. Engineering, Construction and Architectural Management, 11(4), pp.275-283,  
https://doi.org/10.1108/09699980410547621  
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MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue X, October 2025  
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