The Temporal Myopia in IT: Short-Term Objectives vs. Long –Term Vision

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@article{1717281,
      author = {Raksha Rani},
      title = {The Temporal Myopia in IT: Short-Term Objectives vs. Long –Term Vision},
      journal = {Iconic Research And Engineering Journals},
      year = {2026},
      volume = {9},
      number = {11},
      pages = {253-258},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1717281.pdf},
      abstract = {Corporate decision-making has always involved a balance between immediate performance and long-term value creation. In India, this balance has become increasingly visible in recent years, especially in the context of events like the IL&FS crisis and the cautious innovation strategies of major IT firms such as TCS, Infosys, Wipro, and HCL. A noticeable pattern is emerging where organisations seem to prioritise short-term outcomes, sometimes at the cost of long-term strategic strength. This paper explores this issue through the concept of temporal myopia, understood as the tendency to favour immediate gains over future benefits. Using insights from behavioural decision theory—particularly present bias, hyperbolic discounting, and loss aversion—along with perspectives from strategic management, the study develops a three-layer framework covering cognitive, organisational, and institutional dimensions. The analysis is based on publicly available data from leading Indian IT firms. It examines how short-term thinking manifests, why these firms may be vulnerable to it, and what practical steps can be taken to address it. The paper proposes changes in executive incentives, investor behaviour, and organisational orientation toward long-term planning. Overall, it aims to contribute to the discussion on decision-making and strategy within the Indian corporate environment.},
      keywords = {Temporal Myopia, Short-Termism Paradox, Indian Corporate Governance, Behavioral Decision Theory, Long-Term Strategy, Indian IT Sector},
      month = {May},
      doi = {https://doi.org/10.64388/IREV9I11-1717281}
  }