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The purpose of this paper is to examine the process of transformational organizational change that occurred over time in a small manufacturing firm using the conceptual framework of organizational change and archetypes.

This longitudinal study – which is based on six cycles of interviews with all members of the firm over a two‐year period – examined how the change attempt was perceived by the strategic leadership, middle‐level managers, and lower‐level employees.

The findings suggest that the pace of archetypal change is influenced by organization members' experience with, and capacity to, assimilate the change; that, sequentially, new structures and systems are implemented prior to new interpretive schemes; and that unresolved excursions are non‐linear. These findings question the conventional wisdom about the importance of leadership in sustaining organizational transformation. Most notably, it was found that most of the archetypal change occurred after the initiating change agent (a new CEO) had left the firm and been replaced by the previous CEO who did not support the proposed changes.

The paper offers the first longitudinal study to examine the issue of substitutes for strategic leadership. In addition to two new substitutes that should be considered at this level of analysis – information systems and interpretive schemes – the data also point to the impact of collective action by mid‐level supervisors and employees.

This paper's aim is to compare and contrast two ancient philosophies to determine their contribution to leadership. Fresh aspects to inclusiveness and resilience in leadership are to be examined.

The paper uses a conceptual analysis as the basis for future empirical testing. The respective contribution of Sun Zi's Art of War and the Bhagavad Gita to academic and practitioner literature is examined before key traits on leadership that are common in both documents are collated. These features are then investigated on their practical application to business. Based on the research gaps and shortcomings identified, new areas for further research are recommended.

These two ancient texts have contrasting ideas, yet there are areas of complementarity to suggest that Indian and Chinese leaders can learn from each other.

Future research may explore how in different forms of ownership including joint ventures or host country operations the perspectives of leadership can impact on the behaviour of managers towards employees of a different culture.

Both Chinese and Indian cultures are growing in importance. This paper helps leaders from each culture to better understand the different mind‐sets.

Previous research has focused on the contrasts whereas this research focuses on the synergies between the Art of War and the Bhagavad Gita.

The basis of global business operations in the twenty‐first century is knowledge. The Hindu scriptural reference, the Bhagavad Gita, interpreted as “Celestial Song” or “Song of God,” is quickly becoming a critical resource in this relatively new paradigm. This paper aims to draw lessons from this.

The Gita is a summary of the essence of Hindu teaching and wisdom. It is a philosophical foundation from which a deeper understanding of successful solutions to management leadership issues and business practices are emerging. The paper focuses on an analysis of the primary elements found in the Gita.

The Gita's essence of Yoga, Dharma, Dhyana, Samabhava, Nishkama Karma, and Tat‐Twam‐Asi provides the keys for influencing contemporary management thought and global business practices. Yoga is the gaining of mastery over the body and mind through self‐discipline. Dharma focuses on finding a higher calling or mission in life and a calling to fulfill one's purpose or duty. Dhyana encompasses the process of identifying a higher calling by becoming rooted in one's inner strengths and potential through meditation. Samabhava is the calling to interact with the external world in achieving one's duty with equanimity. Nishkama Karma refers to developing a detached involvement by doing one's duty objectively without worrying about the consequences. And Tat‐Twam‐Asi is the recognition of the interconnectedness of nature, the human, and the spiritual. It encourages managers to look at the big picture, a holistic view, for guidance with a realization that there can be no simultaneous winners and losers. When managers change their outlook, success is enhanced.

The paper offers valuable insights into the lessons that can be learned from the Hindu Bhagavad Gita.

The study aims to propose a conceptual Bhartiya (Indian) model of workplace spirituality (WPS) in non-profit organisations (NPOs) in the context of burnout and resilience by synthesising the concepts of the east and the west. The researchers have kept an open approach by exploring various dimensions of WPS by reviewing the extant literature of both the east and the west. The researchers delved into Bhartiya (Indian) scriptures to identify the concepts that have similarity with the dimensions of WPS so that it may further assist in facilitating those dimensions in NPOs. Furthermore, to propose a conceptual Bhartiya model for NPOs, the researchers synthesised the literature pool of Bhartiya studies on WPS. They examined how WPS decreases burnout and leads to resilience. The study’s findings reveal that concepts from Bhartiya scriptures such as Karm Yog (Nishkam Karm, self-abnegation, swadharm), parasparam bhavayantaha, loksangrah, daivi sampat and kritagyata are instrumental in facilitating the constructs of WPS. Meaningful work is facilitated through karm yog; sense of community is facilitated through parasparam bhavayantaha and loksangrah; and alignment with organisational values is facilitated through daivi sampat and kritagyata. The findings further suggest that WPS is an antidote to burnout and an enabler of resilience.

Human resource management, business ethics, public policy.

The case can also be taught in MBA/postgraduate in management programmes in general management or HR classes to give a lesson in organizational conflict and resolution, negotiation skills (strategies, tactics and power in negotiation) towards the middle or end of the course. The course can also be taught in MBA/postgraduate in management programmes in business ethics classes to make students appreciate the various approaches to ethics – end-results, duty, social contract and personalistic ethics. It also helps students learn how to institute ethics into the cultural fabric of the organization. In public policy programmes, it could be taught to illustrate the crucial role and at times unintended outcomes of actions of street level bureaucracies in policy implementation. The course can also be taught in refresher training programmes for executives to give lessons in conflict management, mediation strategies, union negotiations and ethics.

This teaching case is based on a real incident that took place in a defence production factory of India in the year 2009. It succinctly unfolds a small showdown between two officers that acquires a disproportionate size and explosive dimension and vitiates the environment of the entire organization. The case is a narration of a small row that in no time became a full-blown organizational dispute with layers of issues. Two officers, one very senior and the other influential, got entangled in a conflict, unfortunately in the presence of a large audience; dissatisfied workers and officers fanned the sentiments and encouraged them to unethically leverage legal privileges by gaming in the name of caste and sexual harassment to gain power in the messy dispute. The protagonist Ram Sharma, the General Manager (head) of the factory, is in a precarious situation as the conflict not only puts his managerial skills but also his moral standards and ethics to test.

After discussion and analysis of this case, the students should be able to: appreciate and evaluate the complexities and multiple facets of an organizational conflict including ethical challenges faced in a real life situation, recommend the options and course of action a manager could resort to in a high stake and time bound situation, learn to develop a basic framework for analysing, negotiations and strategize to resolve a conflict as a manager-mediator in such a situation, learn to handle difficult negotiation bound by complexities of unethical and legal disputes, answer to themselves the criticality of ground level bureaucracy's role in implementation of public policies (optional if the faculty decides to discuss the part provided in the teaching note). For international students, this is a case to learn dynamics of “negotiations in Indian context”. Overall development of critical thinking and analytical skills.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

In this paper we seek to provide insight as to how wisdom is, or might be, perceived and enacted in Higher Education contexts. Selected constructs of wisdom derived from the Bhagavad Gita provided a platform from which seven invited College of Education faculty participants considered their own framings of wisdom in the contexts of their own professional and personal lives.

This case study has drawn upon constructs of wisdom proffered by key Indian scholars who share this epistemological stance. A three-stage process was deployed, comprised of an introductory close-ended survey, an open-ended questionnaire to determine personalised insights and semi-structured interviews to clarify and member-check the data.

The participant academics' reflections offered a convergence on rich potential to pursue wisdom in Education and promote ethics, integrity, skilful action and inclusion. Furthermore, a general concern among the group of seven faculty who participated, was a perceived lack of humility in academia.

A sample of seven participants precludes generalizable findings. Some ambiguities of constructs like “Love of God”, “Duty” and “Inner peace” provided space for participants to interrogate their own understandings.

“Wisdom” in Higher Education has not been an explicit topic of research until relatively recently. Based on the present study, which entailed in-depth written responses to questions that asked faculty respondents about their perceptions of the place and role of “wisdom” in Higher Education settings, we can however, suggest possible directions for wisdom-focused research in pluricultural Higher Education contexts.

Based on Indian conceptualisation of workplace spirituality, this study aims to examine the linkage between four dimensions of workplace spirituality (swadharma, authenticity, lokasangraha and sense of community) and work-to-family (WTF) enrichment. It also explored the mediating effect of psychological and social capital and the moderating effect of gratitude.

A sample of 387 women employees of Indian hospitality industry was collected in three waves. The collected data were analysed in three stages. Firstly, reliability, validity and multicollinearity were assessed using appropriate statistical measures like Cronbach’s alpha, composite reliability and average variance explained. Secondly, the relationship between four dimensions of workplace spirituality and WTF enrichment were examined using correlation and hierarchical regression. Several demographic variables like marital status, age, experience and income level were controlled. Thirdly, the moderating effect of gratitude and mediating effects of psychological and social capital were analysed using PROCESS macro.

The results showed adequate reliability and validity estimates. Also, four dimensions of Indian workplace spirituality were significantly related to WTF enrichment with these dimensions of workplace spirituality collectively explaining 46.8% variations in WTF enrichment. The results also concluded significant meditating effect of psychological and social capital. It also asserted significant moderating effect of gratitude.

The study is based on longitudinal data collected to test seven hypotheses of the study.