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1 – 3 of 3Rishi Kappal and Dharmesh K. Mishra
This paper aims to explore the interlinkage and association of executive isolation at the workplace faced by Chief Executive Officer (CEO) of a not-for-profit organizations (NPOs…
Abstract
Purpose
This paper aims to explore the interlinkage and association of executive isolation at the workplace faced by Chief Executive Officer (CEO) of a not-for-profit organizations (NPOs) and its impact on the attrition at the C-Suite Professionals (CXO), Direct reports of CEO levels.
Design/methodology/approach
Executive isolation at top management with reference to the CEO level has emerged as a major challenge that is faced by NPOs with the effect being multiplied by the pandemic and remote working. This paper intends to examine the relevance of the impact of executive isolation experienced by top management leading to increase in the attrition at the CXO levels in NPOs due to their increasing dissatisfaction. To make a thorough study, a detailed literature review has been done followed by qualitative research methods of individual interviews, group interviews and surveys to ascertain the implications of CXO-level executive isolation on the CXOs attrition in NPOs.
Findings
The executive isolation experienced by CEOs makes them develop certain preconceived set of beliefs. By being isolated from the direct report CXOs and action on the ground and working from a remote location, they tend to inculcate their own decisions into the direct reports, thereby depriving them of authority and autonomy. This starts leading to the high level of CXO attrition.
Research limitations/implications
This paper has tried to study the linkage of the executive isolation at top management with the levels of CXO dissatisfaction leading to attrition at NPOs. This topic appears to be much-needed to be understood, especially when the new normal of work is being redefined.
Practical implications
The paper enumerates that the NPOs can attempt to deal with the challenges of engaging CXOs through virtual working; however, the mindfulness can be impacted by the experiences of executive isolation at management levels. This, in turn, can lead to lower morale, compromised performance resulting in CXO-level dissatisfaction and attritions.
Originality/value
With the limited awareness about executive isolation and its multiplier effect due to the pandemic, NPOs, like other enterprises, had to resort to virtual working. However, executive isolation at management levels apparently leads to reduction in the CXO-level engagement with the teams under them and with the CEO to which they report. This aspect can lead to the NPOs not being able to achieve their impact objectives during the outward turbulence and inward challenges of CXO-level attritions because of the CXO-level dissatisfaction.
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Sajeet Pradhan, Aman Srivastava and Dharmesh K. Mishra
The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behaviour among Indian information technology (IT) employees. The…
Abstract
Purpose
The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behaviour among Indian information technology (IT) employees. The paper also strives to theoretically discuss and then seek empirical evidence to the two mediational paths (namely, psychological contract violation and supervisor directed aggression) that explain the focal relationship between abusive supervision and knowledge hiding.
Design/methodology/approach
To test the proposed hypotheses, the study draws cross-sectional data from Indian IT employees working in various IT firms in India. Data were collected at two time points (T1 and T2) separated by one month to counter the priming effect and neutralize any threat of common method bias. The final sample of 270 valid and complete responses was analysed using SmartPLS 3 to test the hypotheses.
Findings
Results showed that abusive supervision is positively related to employee’s knowledge hiding behaviours. Also, both psychological contract violation and supervisor directed aggression partially mediates the abusive supervision-knowledge hiding behaviour linkage.
Originality/value
First, the current study has tested the positive relationship between abusive supervision and knowledge hiding behaviours unlike most of the previous investigations that have focussed on knowledge sharing behaviour (the two are different constructs having different antecedents). Second, the study also empirically investigated the two parallel mediational routes, namely, psychological contract violation and supervisor directed aggression that explains the blame attributed by the beleaguered employee that led to covert retaliatory behaviour, such as knowledge hiding.
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Manisha Saxena and Dharmesh K. Mishra
The purpose of this paper is to study the perceived relationship between corporate social responsibility (CSR) and corporate effectiveness (CE) amongst undergraduate and…
Abstract
Purpose
The purpose of this paper is to study the perceived relationship between corporate social responsibility (CSR) and corporate effectiveness (CE) amongst undergraduate and post-graduate students in India and Mauritius. The paper explores the differences in perception of CSR and CE w.r.t profitability, long-term success and short-term success between the different student groups.
Design/methodology/approach
This paper explores past studies done by researchers and practitioners and uses a survey method for data collection amongst students in India and Mauritius.
Findings
Set in the context of current ethical and business challenges facing business leaders, the paper provides insights and recommendations on the perceived relationship between CSR and CE. Recommendations have been provided for leveraging the perception of CSR amongst students as they aspire to become future business leaders.
Research limitations/implications
Researchers and practitioners are encouraged to explore and test the proposals further in different contexts and countries.
Practical implications
The paper suggests that the research reinforces the relationship between CSR and CE in the context of business and current student perception globally.
Social implications
Management students are future managers and the study of their perception towards social responsibility has a lot of bearing on their future decision making with respect to these issues.
Originality/value
This paper highlights the different student views on CSR and CE in India and Mauritius and will encourage future researchers and organizations to further expand on this perception.
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