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Article
Publication date: 16 May 2008

Feza Tabassum Azmi

Dramatic changes are constantly shaping the business world. Business in such bizarre settings requires shooting on moving targets. The need to constantly rejuvenate…

Abstract

Purpose

Dramatic changes are constantly shaping the business world. Business in such bizarre settings requires shooting on moving targets. The need to constantly rejuvenate organizations for enduring strategic advantage mandates an out‐and‐out adoption of the learn‐unlearn‐relearn (LUR) model. The purpose of this paper is to highlight the paradigm shifts in the extant literature on the three concepts and then attempts to club the three. It also introduces the concept of the FAST culture symbolized by flexibility, agility, steadfastness and tactfulness in the light of LUR model. Further it takes up a discussion of the strategic nuances, barriers and prerequisites involved in implementing the LUR model.

Design/methodology/approach

The paper bases itself on extensive review of literature and industry experience, citing several examples to drive home the central idea of the thesis.

Findings

It is concluded that adopting the LUR model requires a gradual and steady process of strategic transformation. It requires challenging old assumptions and creating newer layers of assumptions. The approach to LUR has to be seamlessly beaded with the firm's line of attack.

Practical implications

The paper will provide insights to strategic decision leaders vis‐à‐vis implementation of LUR model and its utility to the organization.

Originality/value

The paper proposes and introduces the LUR model as an important modern‐day imperative for organizations and has supplemented the idea with relevant examples and arguments. The paper also introduces the concept of the FAST culture.

Details

European Business Review, vol. 20 no. 3
Type: Research Article
ISSN: 0955-534X

Keywords

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Article
Publication date: 7 September 2010

Feza Tabassum Azmi

Devolution of human resource management to the line managers is an area that has received ample research attention, yet it remains a relatively unexplored area in the…

Abstract

Purpose

Devolution of human resource management to the line managers is an area that has received ample research attention, yet it remains a relatively unexplored area in the Indian context. Some researchers have examined the nature of devolution in India, but there is still a dearth of studies that establish the devolution‐organizational performance link. Thus, this paper study is carried out to explore the above link in the Indian context.

Design/methodology/approach

The paper is based on primary data obtained through a structured research instrument from senior human resource executives of top ranking companies in India. Scale unidimensionality, reliability, and validity were assessed.

Findings

The structural equation modeling capabilities of LISREL 8.50 are employed to assess the relationship between devolution and organizational performance. It is found that the structural model fits the data well. The model shows that devolution has a significant direct and positive impact on organizational performance.

Research limitations/implications

The research instrument developed for the above study has been tested in the Indian context only. It needs to be tested and cross‐validated on other samples indifferent settings, cultures, and countries to further test its unidimensionality, reliability, and validity.

Practical implications

The paper has implications for both academicians and practitioners because it explores a largely untouched upon area in the Indian context.

Originality/value

The paper is unique in the sense that it develops a reliable and valid instrument for measuring devolution and then explores the devolution‐performance link.

Details

International Journal of Commerce and Management, vol. 20 no. 3
Type: Research Article
ISSN: 1056-9219

Keywords

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