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Article
Publication date: 1 July 2019

M.P. Ganesh, M. Ángeles López-Cabarcos and Paula Vázquez-Rodríguez

The purpose of this paper is to understand the influence of self-leadership on the intention to mentor among university teachers considering the mediating role of…

Abstract

Purpose

The purpose of this paper is to understand the influence of self-leadership on the intention to mentor among university teachers considering the mediating role of self-efficacy and the moderating role of individualism-collectivism dimensions.

Design/methodology/approach

A standardized questionnaire was used to collect data from Indian (n=88) and Spanish (n=105) university teachers. The hypothesized relationships were analyzed using structural equation modeling and hierarchical multiple regression analysis.

Findings

Self-leadership strategies influence the intention to mentor through university teachers’ self-efficacy. The positive relationship between self-efficacy and intention to mentor becomes stronger when the respondents are inclined toward vertical collectivistic or horizontal individualistic values.

Research limitations/implications

The study extends mentoring literature since it incorporates both individual and cultural variables, allowing observing their interplay and giving a holistic understanding of the issue. The main limitation of the study is its cross-sectional survey design, which is the use of data collected from a single-sitting, self-reporting measure. Different procedures were used to control method biases.

Practical implications

Intention to mentor can help university teachers (especially the younger staffs) and students to establish the process that can reinforce their commitment toward realistic goals. In the long term, entering into a mentoring relationship might boost self-efficacy and self-leadership qualities of the mentors themselves.

Originality/value

The comprehensiveness and relevance of the variables in the context chosen is the primary strength of this research. In the scenario of increasing professionalization and globalization, the cross-cultural nature of this study brings in a global perspective of the research problem.

Details

Cross Cultural & Strategic Management, vol. 26 no. 2
Type: Research Article
ISSN: 2059-5794

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Article
Publication date: 10 August 2020

Chitra Dey and Ganesh M.P.

Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization…

Abstract

Purpose

Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion. The authors test for the interaction effect of organization tenure diversity on the relationships between the independent variables and the dimensions of team cohesion.

Design/methodology/approach

Data was collected from 111 software development teams and aggregated to the team level. Common latent factor test for common method bias showed no significant bias. Structural equation modelling (SEM) was used to test all the hypotheses.

Findings

SEM results show that team boundedness and formal coordination have positive and significant association with both dimensions of team cohesion. Formal coordination was found to be a stronger positive predictor for task cohesion than for social cohesion. Organization tenure diversity was found to be a stronger negative predictor for social cohesion than for task cohesion. Organization tenure diversity in the team moderates the relationship between formal coordination and task cohesion.

Research limitations/implications

The data was collected using a cross-sectional design. However, the authors have mitigated the effect of common method variance by adopting both procedural and statistical methods.

Originality/value

This paper expands extant literature by examining the antecedents of two important components of team cohesion, task and social cohesion. The authors proposed and found that the independent variables have different impacts on task and social cohesion. This study furthers both theory and practice by considering team boundedness as a variable of interest and its impact on internal team dynamics.

Details

Team Performance Management: An International Journal, vol. 26 no. 7/8
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 15 August 2017

Chitra Dey and Ganesh M.P.

The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the…

Abstract

Purpose

The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research.

Design/methodology/approach

The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016.

Findings

The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity.

Research limitations/implications

This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest.

Originality/value

As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity.

Details

Team Performance Management: An International Journal, vol. 23 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 21 February 2020

Xiaosong (Jason) Wu, Wei (Wayne) Huang, James Jiang, Gary Klein and Shan Liu

Two challenges faced by automotive component design projects within contracted design agencies are (1) specification changes requested by the manufacturers and (2) product…

Abstract

Purpose

Two challenges faced by automotive component design projects within contracted design agencies are (1) specification changes requested by the manufacturers and (2) product information or core technology knowledge leakage to external actors. We examine the effects of targeted boundary activities that address these challenges under the contingencies of environmental uncertainty and project complexity.

Design/methodology/approach

Based on Boundary management theory, a bidirectional model of boundary buffering was conceptualized in the context of design agency teams developing automotive components. A survey is derived from the proposed model. Regression analysis is performed using empirical data from 234 auto component design projects in Chinese design agencies.

Findings

Boundary buffering activities that strengthen outside-in boundaries and inside-out boundaries directly improve the final design quality. Further, the magnitude of effect for outside-in buffering on design quality is enhanced under environmental uncertainty, while the impact of inside-out buffering on design quality is enhanced under project complexity.

Research limitations/implications

Boundary activities should consider differences in boundary targets, directional flow of information, and context of scope.

Practical implications

Automotive component design agents should attend to both outside-in and inside-out boundary buffering, especially under conditions of environmental uncertainty or project complexity.

Originality/value

The proposed bidirectional view on boundary buffering adds perspective to team boundary management theory. Specific contingencies include common risk elements of project complexity and environmental uncertainty not typically associated with the need for buffering activities.

Details

International Journal of Operations & Production Management, vol. 40 no. 3
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 29 November 2018

Rameshwar Shivadas Ture and M.P. Ganesh

The purpose of this paper is to understand the influence of individual and organisational factors on pro-environmental behaviours of the employees at the workplace.

Abstract

Purpose

The purpose of this paper is to understand the influence of individual and organisational factors on pro-environmental behaviours of the employees at the workplace.

Design/methodology/approach

A model explaining pro-environmental behaviours at workplace has been proposed based on contemporary literature related to value-belief-norm (VBN) theory, corporate environmentalism framework and norm. A cross-sectional survey was carried out in 20 manufacturing organisations in India and 383 useful individual responses were collected. The proposed model has been tested with the help of structural regression analysis.

Findings

The results of the study show that both individual characteristics as well as organisational efforts influence employees’ pro-environmental behaviours. However, the effect varies as per the type of behaviour. Personal norm mediates the relationship between subjective social norm and two types of pro-environmental behaviours.

Research limitations/implications

An individual faces subjective or objective constraints while exhibiting pro-environmental behaviours. The effect of subjective or the objective constraint needs to be explored in future studies.

Originality/value

To explain pro-environmental behaviours at workplace the authors tested VBN theory, as it was overlooked till date in management literature. It also contributes to the VBN literature by extending it to include organisational variables like corporate environmentalism and social psychological variable like social norm.

Details

Benchmarking: An International Journal, vol. 25 no. 9
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 2 January 2018

Qingyan Ye, Duanxu Wang and Xi Li

In today’s complex and challenging work environment, employees’ learning from errors has become critical to organizations’ survival and success. While the literature has…

Abstract

Purpose

In today’s complex and challenging work environment, employees’ learning from errors has become critical to organizations’ survival and success. While the literature has highlighted the importance of inclusive leadership for learning behavior in organizations, research on how inclusive leadership promotes employees’ learning from errors has been limited. Therefore, the purpose of this paper is to fill this gap by developing and testing a moderated mediation model that emphasizes the key roles of positive mood and gender in the relationship between inclusive leadership and employees’ learning from errors.

Design/methodology/approach

A multi-time survey method was used in this study to collect data from 202 full-time employees working in China.

Findings

The hypothesized moderated mediation model in this study was supported. Inclusive leadership facilitated employees’ learning from errors through employees’ positive mood, and employees’ gender moderated both the direct relationship between inclusive leadership and employees’ positive mood and the indirect relationship between inclusive leadership and employees’ learning from errors through employees’ positive mood: the relationships were stronger for female employees than for male employees.

Originality/value

By incorporating the social role theory into the affective events theory framework, this study may help to open the “black box” of the relationship between inclusive leadership and employees’ learning from errors by explicating the importance of positive mood and gender, thereby shedding light on the timely issues of inclusive leadership, mood, and learning from errors in the workplace.

Details

Baltic Journal of Management, vol. 13 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

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Abstract

Details

Global and Culturally Diverse Leaders and Leadership
Type: Book
ISBN: 978-1-78743-495-0

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Article
Publication date: 3 August 2015

M. P. Ganesh and Meenakshi Gupta

The purpose of this paper is to understand the impact of procedural justice on team members’ commitment and the role of task routineness and participatory safety in this…

Abstract

Purpose

The purpose of this paper is to understand the impact of procedural justice on team members’ commitment and the role of task routineness and participatory safety in this relationship.

Design/methodology/approach

Survey method was used to collect data from 177 respondents from 33 software development teams. Participatory Safety Scale from Anderson and West’s Team Climate Inventory, Colquitt’s Procedural Justice Scale, a modified version of Mowday et al.’s Organizational Commitment Scale and Daft and Macintosh’s Task Routineness Scale were used to measure the variables studied. Regression analysis was used to test the main, mediating and moderating effects.

Findings

Results showed a significant positive impact of procedural justice perception on participatory safety dimensions and team commitment. Task routineness did not show any significant moderation effect. Perception of participatory safety had a partial mediation effect.

Research limitations/implications

A relatively smaller sample size, purposive sampling technique and absence of relevant control variables are the key limitations of this study.

Practical implications

The findings will provide managers insights on designing the team tasks and procedures to nurture participatory safety and commitment in teams.

Originality/value

The study is unique in terms of selection of variables, design (moderation and mediating effects) and the context (software development teams). The study provides a holistic picture of team dynamics by studying variables related to procedures, task and psychological states of the individual.

Details

Journal of Advances in Management Research, vol. 12 no. 2
Type: Research Article
ISSN: 0972-7981

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Article
Publication date: 8 June 2012

K.N. Rekha and M.P. Ganesh

The purpose of the study was to understand the learnings of adults (who are undergraduates, post graduates or working professionals) who volunteered to be the mentors to…

Abstract

Purpose

The purpose of the study was to understand the learnings of adults (who are undergraduates, post graduates or working professionals) who volunteered to be the mentors to make a difference in the life of the adolescents who are from underprivileged backgrounds.

Design/methodology/approach

The authors conducted their study in a not for profit organization (NPO) which has a unique mentoring program called Dronocharya Ekalavya (DNE) mentoring program in Hyderabad, India. The authors conducted telephonic interviews with 15 mentors using a semi‐structured questionnaire and also administered an online survey to 59 respondents. Since the study is a qualitative research, results cannot be generalisable.

Findings

The findings of the study conclude that mentors do learn from the mentoring program organized by NPO. Mentors learnt soft skills such as interpersonal skills, leadership skills, etc. Also they learnt to build rapport and trust. The study highlighted the changes in behaviors of mentors such as self‐realisation, and change in attitude.

Research limitations/implications

Social desirability effect might have impacted the results but all efforts have been invested in carefully handling the data. A possible longitudinal study can focus on comparing learning outcomes of mentors at the beginning of the mentoring program with learning outcomes of mentors at the end of the mentoring program. Future research could focus on how and what do they learn from each other by expanding the study to many organizations.

Originality/value

There is no empirical research conducted to study the benefits gained by mentors through mentoring program, especially referencing to youth mentoring. This study will help organizations (both NGO and other businesses) understand the benefits of mentoring to the mentors.

Details

International Journal of Mentoring and Coaching in Education, vol. 1 no. 3
Type: Research Article
ISSN: 2046-6854

Keywords

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Book part
Publication date: 12 June 2020

Muhammad Zahid Iqbal and Mian Imran ul Haq

This chapter critically examines a Pakistani initiative on youth mentoring at workplace, namely the National Internship Program (NIP), which aims to increase fresh…

Abstract

This chapter critically examines a Pakistani initiative on youth mentoring at workplace, namely the National Internship Program (NIP), which aims to increase fresh graduates' capability and employability. Through a situational analysis of prevalent education systems, occupational choices and job-related tendencies of Pakistani youth in the backdrop of mega economic activities like the China–Pakistan Economic Corridor (CPEC), this chapter brings forth virtues and limitations of NIP. Further, an elaborative appraisal of the key features, design and process of NIP through an illustrative cycle, a conceptual model has been designed which may fulfil the mentoring needs of developing countries. This conceptual model of youth mentoring at workplace proposes a cycle of six activities: planning, engaging, performing, appraising, ensuing and reflecting.

Details

Mentorship-driven Talent Management
Type: Book
ISBN: 978-1-78973-691-5

Keywords

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