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Article
Publication date: 15 July 2020

Bindu Gupta, Karen Yuan Wang and Wenjuan Cai

Managing tacit knowledge effectively and efficiently is a huge challenge for organizations. Based on the social exchange and self-determination theories, this study aims to…

Abstract

Purpose

Managing tacit knowledge effectively and efficiently is a huge challenge for organizations. Based on the social exchange and self-determination theories, this study aims to explore the role of social interactions in motivating employees' willingness to share tacit knowledge (WSTK).

Design/methodology/approach

The study used a survey approach and collected data from 228 employees in service and manufacturing organizations.

Findings

Interactional justice and respectful engagement are positively related to WSTK. The perceived cost of tacit knowledge sharing (CostTKS) partially mediates the relationship between interactional justice and WSTK. Respectful engagement moderates the negative relationship between interactional justice and the perceived CostTKS.

Research limitations/implications

The study advances the understanding of the role of social interaction in facilitating employee WSTK by integrating the direct and intermediate relationships involving the effect of supervisor's interactional justice and peers' respectful engagement and employee perceived CostTKS on WSTK.

Practical implications

The findings have important practical implications for organizations as these suggest how organizations can help tacit knowledge holders experience less negative and more supportive behaviors when they engage in voluntary TKS.

Originality/value

This study examines the effect of both vertical and horizontal work-related interactions on perceived CostTKS and sequentially on WSTK, thereby extending existing literature.

Article
Publication date: 15 February 2022

Bindu Gupta, Rakesh Singh, Sandeep Puri and Pankaj Singh Rawat

This study aims to investigate the impact of a salesperson’s psychological capital (PsyCap) on sales performance through the interplay of work engagement and performance feedback…

Abstract

Purpose

This study aims to investigate the impact of a salesperson’s psychological capital (PsyCap) on sales performance through the interplay of work engagement and performance feedback. This study examines the role of thought self-leadership (TSL) as an antecedent of a salesperson’s PsyCap.

Design/methodology/approach

Grounded in the social cognitive theory and job demands–resources theory, a hypothesized model is proposed. To test the hypothesized model, data on sales professionals were collected from B2B sales organizations, and a structural equation model was used to test the hypotheses.

Findings

The results demonstrate that TSL drives PsyCap in salespeople. The results also suggest an interesting relationship between salesperson’s PsyCap and their sales performance through work engagement as a mediator for PsyCap and sales performance. The moderating effect of performance feedback on work engagement was not significant and thus counterintuitive.

Practical implications

The results suggest that organizations should invest in training to develop the TSL of their salesforce, which will lead to enhanced performance through personal resources such as PsyCap. Further, the findings have implications for sales organization designs and structure.

Originality/value

This study augments the extant information on the linkage between a salesperson’s PsyCap and sales performance by suggesting mediation mechanisms and proposing an integrated framework with work engagement. Further, the authors establish TSL as an important cognitive mechanism to strengthen PsyCap in salespeople.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 12
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 13 July 2023

Bindu Gupta, Priyanka Sihag and Rakesh Singh Pangtey

This study aims to examine the effect of perceived supervisor support (PSS) and workplace dignity (WPD) on employees' affective commitment to change (ACC). It also investigates…

Abstract

Purpose

This study aims to examine the effect of perceived supervisor support (PSS) and workplace dignity (WPD) on employees' affective commitment to change (ACC). It also investigates PSS as an antecedent of WPD and WPD as a mediator between PSS and ACC.

Design/methodology/approach

To examine the proposed relationships, data was collected from employees of an Indian public sector company undergoing many change initiatives at the time of the study. The hypotheses were tested using the structural equation model.

Findings

The findings indicate the direct effect of PSS and WPD on employees' ACC, and WPD does mediate between PSS and ACC. The results also suggest PSS works as an antecedent of WPD.

Practical implications

The findings suggest how organizations can enhance employees’ ACC by creating a positive context involving supervisor support and experience of WPD.

Originality/value

The findings contribute to ACC literature by highlighting the role of WPD and PSS. This is one of the few quantitative studies which examines the antecedent and consequences of WPD.

Details

International Journal of Organizational Analysis, vol. 32 no. 6
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 15 May 2020

Aakanksha Kataria, Satish Kumar, Riya Sureka and Bindu Gupta

This paper examines the leading trends for the journal Employee Relations from 1979 to 2018 upon its completion of 40 years of publication. Through conducting a bibliometric…

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Abstract

Purpose

This paper examines the leading trends for the journal Employee Relations from 1979 to 2018 upon its completion of 40 years of publication. Through conducting a bibliometric analysis, the article presents the journal's publication and citation structure, prominent themes, significant author keywords and leading articles, authors, institutions and countries since its formation.

Design/methodology/approach

The article focuses on the journal's evolution and subsequent growth patterns during this period. Using the Scopus database, the leading trends in authorship, institutions, countries as well as cited documents along with the articles citing it were analysed to provide an analytic overview of the journal over the period of 1979–2018. The paper presents a graphical visualization of the bibliographic data with bibliographic coupling and co-citation analysis using the visualization tools of similarity viewer software as well.

Findings

The results indicate that the journal is on a progressive trend both in terms of productivity as well as the level of influence in the areas for which it is indexed. The journal receives the maximum influence from the UK, including its most productive authors and institutions. The journal has published research on prominent topics in human resource management, employee relations and the field of industrial relations. It has also published 25 special issues on recent trends in the domain of Human Resource (HR).

Originality/value

This article offers the first comprehensive evaluation of the intellectual structure and research contributions of the journal over its lifespan. The findings of the article are useful for researchers and HR practitioners.

Details

Employee Relations: The International Journal, vol. 42 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 27 May 2014

Vijay Gupta and Bindu Gupta

This research study identifies the factors influencing innovation and technology management in Indian manufacturing small- and medium -sized enterprises (SMEs) with a focus on the…

2117

Abstract

Purpose

This research study identifies the factors influencing innovation and technology management in Indian manufacturing small- and medium -sized enterprises (SMEs) with a focus on the auto-ancillary sector. The study further investigates the impact of types of innovation on business performance. The purpose of this paper is to come up with a flexible strategic framework for managing innovation and technology in SMEs from a perspective of continuity and change.

Design/methodology/approach

The data on which this study is based were generated through secondary research using published sources and primary research. The study was done through group discussions with industry experts and personally focused interviews with 88 entrepreneurs from SMEs selected using a structured questionnaire.

Findings

The study shows SMEs pursuing more types of innovations display higher performance levels when compared to those pursuing fewer types of innovations. SMEs pursuing more types of innovations are significantly different from less innovating firms from the perspective of underlying change forces.

Originality/value

This research paper represents one of the few efforts to study innovation and technology management in SMEs and come up with a flexible strategic framework for managing forces of continuity and change for guiding this sector for long-term survival and growth. The flexible framework suggested, and the continuity and change matrix (C-C matrix), can be of interest to researchers and practising managers to validate the applicability for other sectors. The framework suggested can be adapted for application in a global context.

Article
Publication date: 12 July 2011

Bindu Gupta

The present study examines the strategy and culture of 32 Indian organizations belonging to seven industry segments namely construction, banking, information technology (IT)…

10101

Abstract

Purpose

The present study examines the strategy and culture of 32 Indian organizations belonging to seven industry segments namely construction, banking, information technology (IT), pharmaceuticals, power, steel, and telecom. Further it also examines the linkage between the organization's strategy and the culture of the organization.

Design/methodology/approach

It has used the typology suggested by Miles and Snow and organizational culture assessment instrument developed by Cameron and Quinn which is based on the competing values framework of Quinn and Rohrbaugh. The Miles and Snow framework suggests four organizational strategies namely, prospector, defender, analyzer and reactor. Organizational culture is categorized into four types: adhocracy, clan, market, and hierarchy.

Findings

The findings indicated that there are significant differences in the strategy and culture of organizations belonging to different industry segments. Prospector strategy is most widely used by the telecom industry and least in construction. The analyzer strategy was reported to be most frequently used by the IT sector and defender and reactor strategy were used by the construction sector. Adhocracy culture was most prevalent in the pharmaceutical sector. Clan, market, and hierarchy culture were most prevalent in the construction industry. Further organizations using prospector strategy were high on adhocracy culture. Both clan and adhocracy cultures were found more in organizations with analyzer strategy. Organizations with defender and reactor strategy were high on hierarchy and clan culture, respectively.

Practical implications

This study asserts that different culture and strategy is used in Indian organizations.

Originality/value

The contribution of the study lies in examining the differences in culture and strategy of organizations belonging to different industry segments.

Details

Benchmarking: An International Journal, vol. 18 no. 4
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 7 March 2016

Zhidong Li, Bindu Gupta, Mark Loon and Gian Casimir

The purpose of this paper is to examine whether the leader’s emotional intelligence influences the leader’s preferences for different ways of combining leadership behaviors (i.e…

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Abstract

Purpose

The purpose of this paper is to examine whether the leader’s emotional intelligence influences the leader’s preferences for different ways of combining leadership behaviors (i.e. combinative aspects of leadership style).

Design/methodology/approach

The authors used a hybrid design to collect the data to avoid common-method biases. The authors described a high-stress workplace in a vignette and asked participants to rank four styles of combining a task-oriented leadership (i.e. Pressure) statement and a socio-emotional leadership (i.e. Support) statement. The authors then asked participants to complete a Likert-scale based questionnaire on emotional intelligence.

Findings

The authors found that leaders who prefer to provide Support immediately before Pressure have higher levels of emotional intelligence than do leaders who prefer the three other combinative styles. Leaders who prefer to provide Pressure and Support separately (i.e. provide Pressure 30 minutes after Support) have the lowest levels of emotional intelligence.

Research limitations/implications

A key implicit assumption in the work is that leaders do not want to evoke negative emotions in followers. The authors did not take into account factors that influence leadership style which participating managers would be likely to encounter on a daily basis such as the relationship with the follower, the follower’s level of performance and work experience, the gender of the leader and the gender of the follower, the hierarchical levels of the leader and follower, and the followers’ preferred combinative style. The nature of the sample and the use of a hypothetical scenario are other limitations of the study.

Practical implications

Providing leadership behaviors that are regarded as effective is necessary but not enough because the emotional impact of leadership behaviors appears to also depend on how the behaviors are configured.

Originality/value

This is the first study to show that the emotional intelligence of leaders is related to their preferences for the manner in which they combine task and social leadership statements. Furthermore, two-factor theories of leadership propose that the effects of task and social leadership are additive. However, the findings show that the effects are interactive.

Details

Leadership & Organization Development Journal, vol. 37 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 3 August 2015

Ajay Singh and Bindu Gupta

The purpose of this paper is to examine the relationship among job involvement, organizational commitment, team commitment and professional commitment and to explore generational…

12728

Abstract

Purpose

The purpose of this paper is to examine the relationship among job involvement, organizational commitment, team commitment and professional commitment and to explore generational differences for these variables.

Design/methodology/approach

It used structured questionnaire survey approach for which data were collected from 477 full-time employees of 13 organizations from diverse sectors in India. Respondents were categorized into four generational cohorts following the classification reported in Robbins et al. (2011).

Findings

The findings of the study indicated that professional commitment is negatively related with job involvement, affective organizational commitment, normative organizational commitment, and team commitment. Job involvement, affective and normative organizational commitment, and team commitment were positively correlated. Differences were observed among Generation Y, Generation X, Liberals, and Socialist for job involvement, affective organizational commitment, normative organizational commitment, professional commitment, and team commitment. Generation Y, for example, was found high in professional commitment, while Socialist were found higher on affective organizational commitment compared to other generations.

Practical implications

Findings suggests that there is a decrease in job involvement, affective organizational commitment, normative organizational commitment, and increase in professional commitment in young generations. Organizations need to take consideration this while designing the HR policies for employees’ engagement.

Originality/value

The contribution of the study lies in examining the employees’ attitude to different dimensions of work life and differences among Indian generations.

Details

Benchmarking: An International Journal, vol. 22 no. 6
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 11 June 2024

Bindu Singh, Shefali Srivastava, Ranjan Chaudhuri, Sheshadri Chatterjee and Demetris Vrontis

This study aims at assessing entrepreneurial business performance (EBP) from dynamic capability (DC) and technology-organization-environment (TOE) framework perspectives, taking…

Abstract

Purpose

This study aims at assessing entrepreneurial business performance (EBP) from dynamic capability (DC) and technology-organization-environment (TOE) framework perspectives, taking support from crowdfunding.

Design/methodology/approach

With the inputs from the literature, supported by TOE framework and the dynamic capability view (DCV), a model has been proposed. This model has been tested by the factor-based partial least squares structural equation modeling (PLS-SEM) technique through a survey and quantifying the responses of 406 respondents on a five-point Likert scale has been used.

Findings

The study has found that crowdfunding support (CFS) has an effective influence on the improvement of EBP. Also, the DC supports to improve the EBP. Environmental dynamism (END) has also a critical role in impacting business performance.

Research limitations/implications

Crowdfunding involves investors who have a similar interest in the business, close friends, family members, venture capitalists, investment groups, etc. Thus, the proposed model can be used by these stakeholders for investment purposes as well as for improving EBP. This study is a cross sectional research work which has limitations. Moreover, the sample size of this project is limited and did not include global respondents, Thus, the findings of this study cannot be generalizable which is another limitation of this study.

Practical implications

Crowdfunding involves investors who have a similar interest in the business, such as close friends, family members, venture capitalists, investment groups, etc. Thus, the proposed model can be used by these stakeholders for investment purposes as well as for improving EBP. The study can help policymakers understand the importance of crowdfunding in promoting entrepreneurship activities in a region, which helps in the economic development of that region.

Originality/value

This research work enriches the extant literature in the fields of crowdfunding and investment, DC and entrepreneurship. Not many studies have dealt with the issues of CFS for the improvement of EBP. Hence, this study may be considered novel. Moreover, the proposed research framework related to crowdfunding possesses a high predictive power. This makes the study unique.

Details

Journal of Small Business and Enterprise Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1462-6004

Keywords

Case study
Publication date: 15 November 2023

Valerie Mendonca, Supriya Sharma and A. K. Jain

Kaleidofin was co-founded in 2017 by Puneet Gupta and Sucharita Mukherjee; former CFO and CEO of IFMR (Institute for Financial Management and Research) Holdings Pvt Ltd. As part…

Abstract

Kaleidofin was co-founded in 2017 by Puneet Gupta and Sucharita Mukherjee; former CFO and CEO of IFMR (Institute for Financial Management and Research) Holdings Pvt Ltd. As part of their roles at IFMR, Gupta and Mukherjee focused on designing products and developing technology to push for financial inclusion. In their field interactions, the co-founders had an epiphany of the challenges faced by people while trying to save towards important life goals. They saw an opportunity in the large segment of financially under-served people in India and quit their jobs to start Kaleidofin. Kaleidofin was conceptualised as a digital platform that offers customised financial solutions to help customers meet their life goals. The start-up partnered with mutual fund companies for solutions on one hand and network partners (NGOs, microfinance organizations, cooperative banks) on the other for access to their existing customers.

Kaleidofin grew from 50 customers in January 2018 to 15,000 customers by March 2019. Aiming to grow to 1 million customers in the next 30 months Kaleidofin faces a dilemma about its future course. The start-up could continue to grow by expanding its current target segment which is the low-income households and preserve its vision at the risk of increasing costs. The second option would be to look at other potential target segments, such as, middle-income households and risk diluting their vision. The case study highlights the unique customer-centric model of Kaleidofin and the need for start-ups to understand the value proposition of their products/services.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

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