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The paper aims to provide a career perspective on self-employment (SE) by focusing on how engaging in SE shapes the career experiences of MBA graduates in a distinct cultural and institutional context.

We thematically analyse interviews with 29 Indian MBA graduates (including 10 women) who have engaged in both SE and salaried employment, using the conservation of resources (COR) theory as the theoretical framework.

Participants took up SE in a challenging institutional and cultural environment. Resources such as financial stability, social networks and family support enabled participants to pursue SE. Participants noted that the SE experience boosted their psychological resources, providing them with greater confidence, perseverance and self-awareness. Participants observed that SE had a negative impact on subjective career success (SCS) dimensions of financial success and positive work relationships but positively impacted other SCS dimensions such as entrepreneurship, learning and development, positive (social) impact and work–life balance (particularly for women).

Participants were highly educated with strong social networks from past work experience in a developing economy, so the transferability of the findings to other contexts may be limited.

Individuals could benefit from considering a broader career canvas that includes SE as a career option. Policymakers should work towards removing institutional barriers and changing cultural perceptions towards SE.

Our study is distinct in that it comprises participants who had engaged in both SE and salaried employment during their careers. Few studies have looked at the impact of one employment episode on another. We show that SE episodes can contribute to career sustainability by developing psychological resources.

The study explores career shocks in the Indian context and examines their impact on the career development of people with MBAs.

In-depth, semi-structured interviews with 41 Indian MBA graduates were thematically analysed to identify career shocks that resulted in different types of transitions. Eight themes were identified based on ongoing and iterative comparison of these instances.

Outcomes relating to competitive examinations that determined entry into various occupations were the first career shock experienced by participants. Geographical considerations were salient in the deliberations involving events relating to marriage, eldercare and spouse relocation. Events at the workplace that signalled uncertainty, a fall-out with one's boss or a request to relocate, prompted participants to switch employers. Some of the observed differences were gender based. While female MBA graduates adapted to handle both spousal and parental responsibilities, male MBA graduates did the same to shoulder eldercare responsibilities.

The study's retrospective design could have led to concerns regarding memory recall. The use of open-ended questions partially mitigated this, by giving participants the freedom to recount their experiences, to the extent that they could remember.

Organisations in India could customise and strengthen policies to support employees who have maternity and eldercare responsibilities. Managers should make greater efforts to have open communication with their subordinates to overcome the challenges of operating in a culture with high power distance and indirect communication styles.

This study explored different types of career shocks and associated transitions. The Indian context, with its growing economy, large population, collectivistic culture and strong influence of family on careers, enabled a deeper examination of novel career shocks. The study also highlighted the dissimilar impact of career shocks for men and women and people at different career stages.

The Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper is to unearth the rationales of the adoption of gender diversity management policies and practices in India, in the absence of laws and regulations.

Inspiration is drawn from previous studies on diversity management in other national contexts, and a survey methodology was adopted. The lead researcher administered the questionnaires personally to all respondents to ensure that the understanding of the questions is uniform across respondents as gender diversity management is a relatively new concept in India.

Size of the organisation (number of full-time employees), the influence of external organisations and perceived enhanced organisational flexibility were found to explain the adoption of gender diversity management policies and practices in the Indian IT/ITeS industry. Findings also indicate that Indian subsidiaries of foreign multinationals tend to adopt more gender diversity management policies and practices as compared to Indian-owned organisations.

This study provides evidence that organisations do not always enact structures or behaviours in the pursuit of normative rationality and also consider the economic value of them, establishing an organisational agency in adopting legitimated norms or practices. The study also shows that gender diversity management policies and practices are not only dependent on the enactment of laws but also are adopted because of the economic benefit perceived.

Diversity management policies and practices have been mostly studied in national contexts with anti-discrimination laws or affirmative action programs and have been claimed to be a successor of equal employment opportunity (EEO) policies. In the absence of stringent laws to reduce or eliminate discrimination against women employees in Indian workplaces, this study contributes to the literature by determining whether the business case for gender diversity drives the adoption of gender diversity management in the Indian context.

There is an increasing recognition of outsourcing firms as new organizational forms with unique systems and practices. This paper seeks to use a configurational approach to integrate learning from outsourcing literature, organization and management theory, strategic management and strategic human resource management in order to understand similarities and differences between outsourcing firms and their performance. It aims to examine if certain combinations of work designs, strategic orientations, client relations and contexts could lead to better organizational performance within a sample of outsourcing firms.

A combination of descriptive and exploratory research design has been used to collect data from 60 outsourcing firms across India. Using survey and semi‐structured interviews, data have been collected from the top management team and non‐managerial employees in each organization (n=836 respondents). Principal components factor analysis, Ward's minimum variance method, K‐means cluster analysis, and χ² have been used to arrive at configurations of outsourcing firms. Kruskal‐Wallis one‐way ANOVA and Tamhane's T2‐test have been used for further hypothesis testing.

Five dominant configurations of outsourcing firms emerge, namely, clear‐eyed strategists, adapting professionals, focalizing artisans, conservative controllers, and overambitious associates. Specific configurations of outsourcing firms are associated with better performance across a variety of organizational performance parameters (average attrition, growth in employment, growth in clients, growth in offered processes and overall satisfaction with organisational performance).

Future research could include financial performance measures and could examine potential conflicts in performance outcomes. It would also be interesting to include client perspective in future studies on outsourcing firm success. Replicating the results of this study across countries would enhance their validity and generalizability.

It is hoped that the findings of this paper will contribute to theory building in the field of both outsourcing and configurational research. At the same time, the study is expected to help managers who are trying to move their outsourcing firms in the direction of sustainable success through the choice of appropriate strategies, designs, inter‐organizational relations and contexts.

This is one of the initial studies to classify outsourcing firms using organizational level variables. While most prior studies have examined outsourcing success from the client perspective, this paper provides an important shift towards studying organizational performance from the outsourcing firm's perspective. Since configurational membership can predict which firms will perform better than others on objective and subjective performance measures, this paper provides a useful framework to managers for structuring processes and inter‐organizational relations while making informed strategic choices.

This study aims to report the design and testing of a maturity model for information and knowledge management in the public sector, intended for use in frequent monitoring, trend analysis and in-depth analysis of the contemporary information and knowledge management practices of an organization.

A design science approach was used to develop the proposed model. Creation of the model was based on an extensive literature review. Testing of the model was implemented as a survey receiving 37 responses from nine organizations organizing and purchasing public services.

The study presents four alternative profiles for an organization’s status, novice, experimenter, facilitator and advanced exploiter, and investigates the differences between these profiles on the basis of the empirical data gathered. The model was found to be both a valid and practical way to determine the state of an organization’s information and knowledge management and identify development needs.

Testing was conducted in the Finnish public sector and further studies applying the model could be implemented in other countries. The model presented was designed specifically for the public sector and more research is needed to test its applicability in the private sector.

Maturity models are useful when evaluating information and knowledge management status in an organization, and beneficial for improving organizational performance. The proposed maturity model combines the fields of knowledge management and information management and contributes to the literature with an overarching maturity model that includes a dimension of satisfaction with the organizational maturity level. While many earlier models originate from the consultancy business, the model presented here was also designed for research purposes and tested in practice.

The purpose of the study is to clarify Finnish youth’s attitudes toward entrepreneurship and evaluate both regional and background factors influencing those attitudes.

The authors conducted a survey of 1,497 students aged 15 to 24 years and analyzed the data using descriptive statistical analysis.

The study’s results indicate positive attitudes toward entrepreneurship among the youth. One of the notable findings of the study was the number of students who had already worked as entrepreneurs. The study also revealed background factors that affected entrepreneurial attitudes, such as regional aspects, entrepreneurial background and gender.

The results of this study highlight the importance of regional-level entrepreneurial education activities for increasing the vitality and entrepreneurial intentions within remote areas of Finland. This study suggests to develop new teaching methods to further raise entrepreneurial attitudes and expand gender equal entrepreneurial education programs aimed at promoting entrepreneurship, especially in remote areas.

The study results reveal that the attitudes of young Finnish people toward entrepreneurship seem to be at a more positive levels than indicated by earlier studies. In previous Global Entrepreneurship Monitor studies, researchers evaluated Finnish youth’s attitudes toward entrepreneurship. By contrast, this study’s data was based on the opinions of youth in the region with the youngest population in Finland, and they described the entrepreneurial attitudes of themselves and their peers.