Micro-finance institutions (MFIs) have emerged as a tool for economic development intended to benefit low-income people since late 1990s. The goals of MFIs as development organizations are to serve the financial needs of un-served or under-served markets as a means of meeting development objectives. There are various regulations comes in the Indian Micro-finance sector in the response to various crisis during the last couple of years. However, successful implementation of these recommendations by the MFIs will depend on how the recommendations are being perceived by the MFIs and their willingness to incorporate them fully or partially in their future strategies. An organization that is able to sense changes in signals from its environment (both internal and external) and adapt accordingly is said to be a learning organization. The present case study developed from primary and secondary data aims to highlight the reactions of four different MFIs to the rapidly changing scenario. The authors try to focus on the importance of the organizational tendency towards change, unique business context, the geography where it serves and the present financial and social performance of the respective MFIs in influencing its perception and interpretation to the changes they are confronted with.
Dr. Saswata Barpanda and Mukhopadhyay, S., “Adaptability is the Key to Learning; a Case of Indian Mfis”, in Facing Challenges in the Era of Globalization” EPH, Excellent Publishing House, New Delhi, 2013, pp. 978–93.