Search results

This paper aims to identify and discuss new and novel business paradigms in China and India. In addition, this study examines the new business environment in those countries (2020 onwards) in the context of COVID 19 and explores the challenges and opportunities in the post COVID period.

Based on content analysis, this study discusses contemporary topics such as innovation, exports, foreign direct investment, technology, social capital, board independence as part of corporate governance and explores novel themes such as consumer behaviour in regard to luxury brands and women entrepreneurship in an emerging country context in this paper.

It was found that there are several novel paradigms in the context of China and India. A paradigm shift in diplomatic relations has taken place as an aftermath of COVID-19 in the world.

This paper explores most of the unique dimensions of new and novel paradigms in the context of China and India.

Managers, consultants, and management researchers are increasingly realizing the important role of organizational culture in determining the decision‐making patterns and the long‐term success of organizations. A unique characteristic of most continuously successful organizations, according to Peters and Waterman, is that they possess consciously developed recognizable cultures that support innovation and strategic actions.

While mergers may be a good way to grow rapidly, can one sustain growth and performance for long periods? The answer lies in how well one integrates the business after the merger.

Corporate crises are becoming more frequent and devastating for corporations. The Bhopal disaster cost Union Carbide Corporation over half a billion dollars and forced it into a restructuring that reduced its size by one half.

Although inflation has abated somewhat in the United States, its specter still looms on the horizon. Indeed, inflation is expected to remain endemic to most advanced nations in the coming years. Perhaps no industry is as affected by inflation as retailing. In order to cope, retailers need to understand the changes in the behavior of their consumers, suppliers, and competitors and must formulate constructive strategies to respond to these.

The widening rift at the macro level between the proponents of economic growth and those of environmental protection may have triggered forces acting in the opposite direction at the micro‐level where competitive performance is increasingly becoming a function of the ability of firms to respond to environmentally‐defined strategic advantages. We cite examples of current corporate behavior which suggest a stages model of responses to environmental threats and opportunities. The model portrays an evolutionary process in which competitiveness and environmental goals may converge to become complementary forces driving pro‐active firms toward a strategy of competitive environmentalism.

Has the public affairs function significantly changed the way major U.S. corporations meet the growing external challenge to traditional corporate practices? Examining in detail the actions of Exxon (Valdez) and Union Carbide (Bhopal), this paper raises some questions as to whether the difference between public affairs and traditional public relations is a real one or merely a matter of semantics. Then, utilizing an unpublished corporate public affairs survey conducted by Central Michigan University, the writer argues that the problem with the public affairs function lies not with the function itself, but in its implementation by corporations.

The purpose of this paper is to explore Australasian students’ current perception towards a sales career.

Data were collected through a self-administered survey from 431 students enrolled in a Sales Management unit in a large Australian university and its Asian campuses.

The study reveals a four-factor solution with factors labeled as “exciting,” “deceptive,” “taxing,” and “challenging,” with “exciting” being the only factor to significantly predict likelihood of pursuing a sales career. Although no differences of perception were found between males and females, Asian students were found to perceive sales career as more exciting, innovative and fun than Australian students.

Although significant difference was noted between Australian and Asian students’ perceptions towards sales as an exciting career, it is prudent to interpret and generalize the finding with caution as Asia is the largest continent with different cultures, religions and races.

The four factors that were found to influence students’ perception towards a sales career are novel, psychometrically sound, and are pertinent for businesses conducting graduate recruitment. This study indicates how sales education at university level assist in changing students’ views towards a sales career from negative to positive.

While previous research has reported negative perceptions about sales as a career, this study reveals that students consider sales to be an “exciting” career.

To develop and validate an instrument to measure the problems associated with performance appraisal.

The implementation was in two phases. Phase 1 involved the development and validation of an instrument to measure the problems with performance appraisal. Phase 2 involved the exploration and confirm the construct measurement. Data used in Phase 1 were collected from interviews with administrators and employees in the automotive parts manufacturing industry and five experts. In Phase 2, data were derived from questionnaires sent to 320 employees of automotive parts manufacturers in the Eastern Region of Thailand.

Problems concerning performance appraisals were classified into two components as problems with the appraisal process and problems with the appraising person. The concepts, theories and interview results that were used to develop the instrument and assess problems with performance appraisals were consistent with the empirical evidence.

The developed instrument may be used to measure problem levels of performance appraisals in organizations with high accuracy and reliability. Findings may be used as guidelines for management to effectively reduce problems with performance appraisals. The instrument may also be used for research measurement of organizational problems concerning performance appraisal.

Fairness, transparency and testability are aspects of effective management. Ignorance of problems in performance appraisals may have negative effects on a conducive working atmosphere and behaviors at the personal, group and organizational levels. Therefore, the findings of this study have social implications for the capability to examine fairness in employees' performance appraisals.

The instrument for measuring problems with performance appraisal was developed based on the combination of concepts, theories and interview and questionnaire data. This instrument facilitates human resource officers, managers and organizations in measuring the levels of problems with performance appraisals.