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Article
Publication date: 16 August 2013

Binod Krishna Shrestha and Devi Ram Gnyawali

The purpose of this paper is to examine how managers in Nepalese business organizations and non‐profit non‐government organizations understand and practice strategic…

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Abstract

Purpose

The purpose of this paper is to examine how managers in Nepalese business organizations and non‐profit non‐government organizations understand and practice strategic management and to what extent such understanding and practices differ from those in western countries.

Design/methodology/approach

In‐depth case studies of eight business organizations and non‐government organizations (NGOs) were prepared based on multiple data collection such as interviews and review of reports and the cases were analyzed to identify several themes for discussion of similarities and differences in the views and practices of strategic management.

Findings

Managers in Nepal have developed some shared understanding of key aspects of strategic management and practice some important aspects of strategic management; much remains to be done in order for them to develop a clear strategic focus so that they could develop their abilities to compete with global players and to create competitive advantages.

Research limitations/implications

This study suggested several avenues for future research for more systematic and data‐driven studies on the roles of international exposure on managers, international partners, national culture and other macro environmental conditions on strategic management practices in Nepal and South Asia.

Practical implications

The research findings are useful for managers of business organizations and non‐government organizations to develop their strategies for superior performance in South Asian countries characterized by volatile business environment and resource constraints.

Social implications

NGOs which work for social development need to improve their strategic management practices with more rigorous and resilient strategic implementation in Nepal.

Originality/value

This research is unique in the context of Nepal and will be useful in similar contexts. The findings contribute to understanding the strategic management practices in a unique culture.

Details

South Asian Journal of Global Business Research, vol. 2 no. 2
Type: Research Article
ISSN: 2045-4457

Keywords

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Article
Publication date: 4 February 2014

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

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231

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

As companies in Asia become increasingly exposed to western practices and competitive pressures, and given the increasing importance of the South Asia region to the world economy, it is critical to understand how strategic management is viewed and practiced there. While the concepts and processes are generally understood and practiced in the west, the same cannot be said of organizations in developing countries, particularly within the distinct cultures of South Asia where business environments are somewhat uncertain.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

Details

Strategic Direction, vol. 30 no. 3
Type: Research Article
ISSN: 0258-0543

Keywords

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Article
Publication date: 2 March 2015

Shaista E. Khilji, Brian Keilson, Farah Yasmine Shakir and Binod Krishna Shrestha

Scholars have argued that it is important to investigate how authentic leadership is manifested in different cultures (Avolio et al., 2005; Gardiner, 2011; Shamir and…

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1240

Abstract

Purpose

Scholars have argued that it is important to investigate how authentic leadership is manifested in different cultures (Avolio et al., 2005; Gardiner, 2011; Shamir and Eilam, 2005). Hence the purpose of this paper is to capture a cross-cultural view of authentic leadership, using a sample of South Asian leaders.

Design/methodology/approach

Because of a dearth of qualitative empirical evidence, the authors adopted a “life story” approach to collect data. A total of 14 leaders from India, Nepal, Pakistan and Sri Lanka were interviewed to share their leadership experiences.

Findings

Findings indicate that the concept of authentic leadership is culturally relevant. It emerged as a multi-dimensional construct constituting self-concept, follower development, organizational outcomes and culture (Meacham, 2007), and contextual knowledge. The authors propose a cross-cultural model of authentic leadership.

Research limitations/implications

Research limitations include researchers’ possible biases in design of data and an assumption that leaders interviewed were authentic. Despite these limitations, the study provides valuable insights about authentic leadership to strengthen its theoretical foundation.

Social implications

Organizational and social problems in South Asian are often attributed to a leadership deficit (Khan, 2014; Khilji, 2013; National Post, 2014; Sardesai, 2013). This study provides evidence of transformative authentic leaders in South Asia who are engaged with their and followers’ authentic growth, and are building authentic cultures for positive organizational outcomes.

Originality/value

The value of the present research is in providing qualitative empirical evidence from South Asia, and proposing a cross-cultural model of authentic leadership.

Details

South Asian Journal of Global Business Research, vol. 4 no. 1
Type: Research Article
ISSN: 2045-4457

Keywords

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