Search results

The purpose of this paper is to use a unique hand-collected data set from India to investigate whether firms with multiple banking relationships that are in bankruptcy get additional loans more easily than those with a single banking relationship. The authors find that firms that have a single banking relationship increase their bank borrowing by 5 percent every year compared to those with multiple banking relationships. The results are in contrast to the hypothesis that firms choose to have multiple banking relationships to increase the probability of getting additional loans in cases of financial distress. The results are consistent with the hypothesis that a larger number of banks increases the coordination and bargaining costs during bankruptcy and decreases the liquidation value of the assets, and that the banks take that into consideration before making loans.

Regression and control.

The choice of single vs multiple banking relationships is a widely studied topic in the banking literature. A large strand of theoretical and empirical literature argues that multiple banking relationships make it easier for a firm to get additional loans in case of financial distress. The study shows that such may not be the case in instances where bargaining and co-ordination costs due to poor bankruptcy procedures are severe.

The authors use a unique hand collected data set from India to investigate if it is easier to get additional loans in bankruptcy for firms with multiple banking relationships compared to those with a single banking relationship.

The objective of this paper is to leverage a two-sided view of social capital to develop a model of board gender diversity and firm performance using social capital data from Northeast Regional Center of Rural Development.

The authors examine a large sample of 2,322 US publicly listed firms over the period 1996 to 2009. The final sample consists of 14,634 firm-year observations.

The authors find that when a firm's social network is not supportive of gender diversity, corporate boards have lower levels of female representation. The strength of a social network's social ties exacerbates the relationship between social capital and board gender diversity. The authors also report a negative relationship between female board membership and firm performance in social networks that are not pro-diversity. Robustness tests reveal that the authors’ social capital view of board diversity also applies to board ethnic diversity.

This study focuses primarily on blue chip firms due to data constraints. It will be interesting for future researchers to investigate a broader spectrum of firms from a broader perspective of diversity beyond the study’s gender and ethnicity findings. Furthermore, this study assesses the US context, and future research could investigate firm sociability in other national contexts.

This study contributes new insights to the discourse on gender diversity on corporate boards which stand to inform both policy and practice. The results of the study can inform the position of an industry association on board gender diversity, with guidance on how messaging across networks can be more effective should it account for the hidden bias that the authors uncover in the current study. From a manager's perspective, this study can help those managers and boards trying to enhance board gender diversity by providing a more complete understanding of the factors that can limit progress.

This study contributes a social capital view of board gender diversity to the growing literature of corporate governance, board diversity and local environmental influences on corporate policies.

Leadership development for strategic impact in high growth export driven organization.

The case is suitable for second and final year students of a two year post graduate management programme (Master's level) on the following courses: leadership – on development of organization wide leadership processes; talent management – for identifying, nurturing and retaining talent in an organization and for developing leadership capabilities in managers; and strategic human resources (HR) – regarding building leadership development and talent management initiatives for creating a strategic level impact in the organization and its joint ventures.

In about 45 years since its inception Anand Automotive Limited (AAL) has established itself as one of the premium firms in auto ancillary manufacturing and export. This case demonstrates how AAL built its leadership development programme. Further, the case elaborates on the coach/coachee mentorship programme at AAL. The case further explores the various initiatives under the broad umbrella of the Anand Leadership Development Programme (ALDP). The ALDP process has been woven into the fabric of HR practices of the organization. AAL sales turnover was USD1.2 billion in 2012 and it has a goal to achieve a turnover of USD2 billion by 2015. Mr K.C. Bhullar, the group head HR, had to plan an HR system which will embed leadership in the tapestry of AAL as an organization. The amalgamation of ALDP in AAL has to be disseminated across all levels at the 19 plants spread across different locations in India. The ALDP is expected to sprout a large number of leaders in AAL who can usher in an extremely quality focused and conscious organization. Such leaders would in their day-to-day demonstration of leadership at AAL help AAL to become an excellent manufacturing organization. This would help AAL to have a leadership position in the global automobile market. ALDP is also expected to create a band of leaders who would help the organization from very senior level strategic management positions and play leadership roles in its joint ventures.

This case can help students to understand how HR practices integrate leadership development programme for the strategic gains of an organization. Students would also understand the role of mentorship in coach/coachee processes.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The purpose of this paper was to study the effect of workplace loneliness on job performance. This paper also examined the mediating role of employee well-being and psychological safety and the moderating role of person–environment fit (PE fit).

A multi-rated research design was used to collect data. Data were collected from 382 employees and their 97 supervisors of various Indian organizations. The data of job performance was collected from the supervisor of every team. The questionnaire for data collection was distributed at two different time intervals to reduce common method bias.

The findings of this paper supported the role of PE fit in minimizing the negative effect of workplace loneliness–well-being relationship and workplace loneliness and psychological safety relationship. The model also tested the association between workplace loneliness and job performance when the relationship is moderated by PE fit and mediated by well-being and psychological safety.

This paper examines the workplace loneliness from the lens of PE fit theory.

The purpose of this paper is to empirically investigate linkage among productivity, quality, and business performance in home-based brassware units in India.

This study involved action research of home-based brassware units applying procedures for three-stage least-squares (3SLS) regression analysis, with data obtained through questionnaire survey based on convenience sampling.

This study has supported the established belief that quality leads to productivity, and subsequently productivity leads to better business performance for home-based brassware units in India. The consistent and logical result of this study using 3SLS regression analysis has provided empirical understanding of the appropriate linkage among productivity, quality, and business performance.

This study has limitations of findings, as it studied the home-based brassware units in the Indian context only.

This study implies that marketable home-based brassware products are to be produced by taking into account boundaries of production within the framework of goals and value created by motivation and dependability for monitoring the business performance. Identifying an appropriate linkage among productivity, quality, and business performance may project a holistic evaluation of the policy development related to home-based brassware units.

This is an original study to test empirical linkages among productivity, quality, and business performance using 3SLS regression analysis particularly for home-based brassware units in India.

Given the workplace’s reinvention to accommodate the global pandemic’s novel conditions, knowledge hiding (KH) behaviour in knowledge-intensive organisations must be examined from a fresh perspective. In this context, the relationship between workplace ostracism (WO) as KH’s antecedent and quiet quitting (QQ) as its consequence is undertaken via the mediating role of KH behaviour among knowledge workers (KWs).

Through stratified sampling, data from 649 KWs is obtained to test the model. Partial least squares structural equation modelling (PLS-SEM) using SMART-PLS 4.0. software establishes a significant influence of WO on KH and QQ. KH significantly mediates the relationship between WO and QQ, highlighting its critical intermediary role PLSPredict evaluates the model’s predictiveness. WO and KH’s effects on QQ are examined using necessity logic by collectively applying PLS-SEM and necessary condition analysis (NCA).

The model wherein WO plays a significant role in increasing KH and QQ, with KH as a partial mediator in the relationship, has high predictive relevance. Moreover, NCA confirms WO as the key predictor variable that provides variance in QQ, followed by KH. The Importance-performance map analysis technique supports the study’s managerial implications.

This study enriches QQ’s emerging literature by empirically identifying its antecedents-WO and KH. Methodologically, this paper gives a model for using PLS-SEM and NCA together in relation to QQ by identifying WO as its necessary condition. Evidence of selected constructs’ interrelationships may help organisations draft leadership programmes to curtail KH and QQ behaviour.

This paper examines the ways in which the concepts of “quality”, “productivity” and “business performance” are dealt in the literature to exhibit that terms used within these fields are vaguely defined and poorly understood. The purpose of this paper is to define quality, productivity and business performance along with their linkages for home-based brassware manufacturing units.

This paper reviews related academic literature mostly since past ten years.

This paper clarifies meaning and linkages of quality, productivity and business performance in home-based brassware manufacturing units.

The meaning and interpretations of quality, productivity and business performance may differ for other manufacturing units.

This paper highlights determinants of quality, productivity and business performance using key performance areas as applied explicitly for home-based brassware manufacturing units. The systems approach has been applied to understand productivity.

This paper creates terminologies that reduce the existing confusion with the field for applications in academia and brassware industry.

The significance of managing and sharing employee knowledge for successful organizational change, innovation, and for sustainable advantage has indeed been suggested by research since the last few decades. Despite numerous attempts to foster the sharing of knowledge in organizations, employees may not always be willing to share knowledge attributed due to personal beliefs or situational constraints leading to hiding of knowledge. This article provides a theoretical basis by identifying and illustrating the present and the possible myriad of knowledge hiding (KH) events by employees within organizations.

Drawing literature from numerous sources, this paper adopts synthesis and provides a review of the literature and proposes framework.

This paper identifies six broad drivers which may lead to KH, including: driven by situation explain the reason for unintentional hiding as a result of performance and competition leads to individual to have a motive to hide knowledge, driven by psychological ownership leads to controlled hiding, driven by hostility and abuse by employees or managers leads to victimized hiding and lastly driven by identity and norms leads to favoured hiding. Furthermore, this study uncovers three potential future events, which need managerial attention: negative reciprocity, influenced disengagement and perceived disengagement.

This paper also offers new insights to managers to understand the present events and foresee the possible reasons about the KH behaviour and how they can strategize to reduce these events and undergo organizational change.

Organizational Behavior and Strategic Management.

MBA, Management/Executive development programs.

This case study can be used effectively for understanding the nuances of employee loyalty, especially if there is a cost of employee loyalty. While Anand Finance is happy that its workforce has largely been loyal, the volatile, uncertain, complex and ambiguous times force it to chart new course of action. The newly appointed Business Head, Ashok Singh's challenges compound when he finds that there was not’t a single innovation or best practice adopted over the past three years. Given his mandate to make Anand Finance as the Walmart of financial services, can he aspire to rally the forces behind the new mission? This case study facilitates an interesting discussion on the significance of operational and strategic alignment at organizations in the backdrop of an interesting story of Anand Finance, one of the leading non-banking financial companies (NBFCs) in India. The non-alignment was noticed by Ashok Singh (Singh) who took over as the Business Head of Anand Finance. While the company boasted of long-standing employees, Singh was quick to notice that the company had been paying a cost for employee loyalty. What was the cost of employee loyalty? Singh could also sense that the company was in a state of active inertia. Expected to make Anand Finance Walmart for financial services by 2025, Singh had a big task at hand given the lack of strategic orientation of the employees. What would be the likely course of Singh's actions? As the case study deals with strategic dilemmas related to the organizational culture, it can be suitably used for organizational behavior and strategic management courses. This case study is meant highlight that even if an organization is operationally sound and successful, it cannot afford to be strategically disoriented, as its strengths may prove to be its weaknesses with changing business conditions.

At the end of this case discussion, the participants are expected to know the merits and demerits of employee loyalty and the implications of the same for organizational change; whether employees’ relatively longer stints at companies would contribute to active inertia (as defined by Donald N. Sull in Harvard Business Review article, “Why Good Companies Go Bad”); and the ways to align operational orientation with strategic mindset, especially in the case of employees who rose through the ranks and had been serving the company for relatively longer period.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Life is changing very fast, and its impact is observed in food pattern, consumer behavior and its ultimate market. In these broad outlines, 300 customers were studied in Anand districts of Gujarat. The restaurants and parlors that were studied were franchise models of Gujarat state only. Here in this study, six franchise food retailers were purposively selected. Data were analyzed through cluster analysis techniques. At the end, it was found high quality, better service, convenient location, presentation of food in parlor and restaurants, and zero time delivery are playing key roles for getting customers for the food.