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Indian higher education (HE) is arguably “in the doldrums.” Conformity to minimum standards and requirements combined with ever-eroding quality is the serious threats. Many researchers have suggested adopting a functional approach in universities and developing greater autonomy and accountability to improve the situation. The purpose of this paper is to deliberate on the introduction of an integrated way of making teachers more involved in their profession with the intention of enhancing the quality of education and research.

The paper’s argument conceptualizes the possibilities of the Indian HE system benchmarking the concept of high-performance teams (HTPs) as practiced in the industry.

Taking the support from the extant literature, it is proposed that working in HTPs have the potential to elevate the involvement level of the faculty. Furthermore, it is suggested that through the implementation of HTPs in educational settings, teachers would also be able to develop their competencies in relation to research activities.

The model presented in the study has the potential to be empirically tested for its validity and reliability, which opens vistas for future research.

The study aims were: (1) to replicate a previous study by the first author to confirm previous findings (internal validity) and to check construct validity of previously proposed information-behaviour profiles, (2) to compare the information processes used by students in parallel with requirements of early professional practice.

A replication study used the same questionnaire, delivered online to all 175 students across three years of a BSc adult nursing degree programme on one UK university campus. The survey included questions on information seeking processes, personality, approaches to learning and self-efficacy with information literacy. The literature review examined evidence around the transition from nursing student to practitioner and the Association for College and Research Libraries (ACRL) standards for nursing information literacy.

The response rate was 86/175 (49%). The result verified findings on the most frequent information processes and association between approach to learning and information literacy self-efficacy. The personality findings differed. Combining results for both studies helped confirm most of the information-behaviour profiles. Mapping the frequent information processes against requirements of practice indicated gaps, particularly around professional networking.

As both studies were carried out at one higher education campus, further research to assess external validity is required.

Information-behaviour profiles, plus the mapping, help librarians and tutors develop tailored information literacy support that is clinically relevant and support transition to practice.

Validated a set of information behaviour profiles for nursing students and linked these to the requirements of professional practice.

Within the globalized commercial context, Japanese business activity in India has increased significantly. The purpose of this paper is to highlight common attitudinal traits that would facilitate orientation of Indian executives towards Japanese management methods through, for instance “reverse adaptation”, using an approach other than cultural dimensions that have emerged in recent decades and consider how these play out in change management contexts.

A literature review was undertaken which found significant parallels between traditional Indian philosophy and modern Japanese management methods, inter alia long-term orientation, equanimity and Nemawashi (pre-arranged participative decision making) and shared spiritual dimensions. The paper employed a methodology of participant observation and semi-structured interview approaches contextualized through lived experience methodology (Van Manen, 2015). These events are described and analysed narratively using a blend of qualitative participant observation and reflexive critical incident review.

The findings, by examining the confluence of Indian and Japanese management, provide an innovative avenue of research and theory for change management.

The research employs an inductive methodology which employs vignettes to examine Indo-Japanese contexts. The limits to generalization are recognized within the study. The paper offers important implications on Indo-Japanese collaboration and change management.

These findings have important practical implications for Indian and Japanese managers who will be able to engage better within the dynamics of the Japanese work environment in Japanese subsidiaries in India. These same insights could also potentially facilitate wider examples of working in Japanese environments, either in Japan or outside Japan. At a more general level, the findings are relevant to all foreign investors in India for enhanced employee engagement by providing insights into spiritual values of Indian managers and their impact on change management situations.

There is emerging research on how traditional Indian philosophy tenets can be found in modern (western) management. This paper provides reasons, based in the extant literature, to believe that modern Japanese methods can trace their origin in Buddhist Indian philosophical thought and offer important implications for managing change.

The paper offers in-depth original insights into Indo-Japanese collaborative contexts.

The purpose of this paper is to develop understanding of cross-cultural issues relating to the experience and implications of an elite grouping of Japanese CEOs customer value orientations (CVOs) within Japanese firms operating in India. The paper underlines that there is a propensity for East-West comparisons and in contrast the argument contributes to the under-examined area of research on East Asian/South Asian comparative studies.

Semi-structured interviews were employed to generate narratives that provided rich and novel insights into the lived experience of Japanese CEOs working in Indian contexts and in relation to CVO. An inductive framework was employed in order to develop a more in-depth understanding of Japanese CEO CVO in Indo-Japanese empirical settings.

The data analysis identified a number of shared themes that influence CVO practice in the Indo-Japanese context. The findings develop an awareness of cross-cultural management's (CCM) in relation to the under-explored area of the Indo-Japanese dyad.

The paper develops CCM perspectives towards a more in-depth conceptualization of Japanese CEO perceptions on CVO practice in India. This is also of potential relevance to wider foreign investors not only Japanese businesses. The sample respondents – Japanese CEOS working in India – constitute a small and elite group. The lead author, having experience as a CEO of a Japanese firm was able to use convenience sampling to access this difficult to access group. In addition, also stemming from the convenience aspect, all the respondents were in the manufacturing sector. The study was deliberately targeted and narrowly focussed for this reason and does not claim automatic wide generalizability to other employee strata or industry; however, other sectors and employees may recognize resonance. This identified gap provides space for future studies in varying regional, national and sector contexts.

The paper identifies implications for CCM training and Indo-Japanese business organization design.

Use and acceptance of the enhanced research paradigm could support diversity in research and knowledge production with implications for research, teaching and future policymakers.

The cross-cultural study is original in that it contributes to CCM literature by providing a rare Indo-Japanese (sic East Asian: South Asian) comparative study. It provides an uncommon granular appreciation of the interaction of these cultures in relation to CVO. In addition, it secures rare data from an elite Japanese CEOs of manufacturing sector businesses.

This paper examines events management as a Community of Practice (CoP) and to demonstrate that knowledge management and practice within events operate as a CoP. The paper adds to the events management literature which is currently superficial in considering events conceptually as a CoP.

An interpretive and inductive approach was adopted for the research which incorporated quantitative and qualitative methods undertaken in a United Kingdom setting. Twenty-five in-depth semi-structured interviews with event professionals were conducted and this was complemented by a survey of 215 event professionals.

The findings demonstrate that within the evolving events industry, as well as reflected in aspects of the academic literature, events can be depicted as a “domain” which connects event professionals to a “community”. The themes emerging revealed that there are modes of working, shared values and practices, a shared identity and a desire to work as a wider collective in order to maintain and enhance knowledge and practice, which are in keeping with a CoP framework.

This study provides new insight on an under-researched area concerning knowledge and practice development within events management.

This is a novel study that considers how the emergent field of events management should be considered as a CoP. It addresses a gap in the literature pertaining to knowledge and practice creation within events management from a CoP perspective.

Psychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature demonstrates less consensus concerning how psychological resilience manifests in, and interacts within, the leadership role and, equally, the focus on resilience development is underdeveloped. This paper addresses these issues by focusing on the interactions between psychological resilience and leadership and presents practical development strategies.

A systematic review employing 46 empirical studies followed a thematic synthesis within an associated model encapsulated as building-up resilience and being effective.

First, resilience is identified as essential and can benefit individuals and organizations' work outcomes across leadership contexts, including work performance, job engagement, well-being, and enhanced leadership capability. Secondly, leaders may build up their resilience by obtaining coping skills and improved attitudes toward challenges. Resilient attitudes, which are presented as paradoxical perspectives towards challenges, may help leaders adapt to challenges and adversities leading to beneficial outcomes.

Even though this study provides a deeper understanding of the essential function of psychological resilience in leadership, the findings are limited to the workplace contexts investigated, e.g. exploring small sample sizes (13,019) or country contexts (22). Future research could expand the rhetoric around interactions between psychological resilience and leadership. Furthermore, the underlining mechanism between the paradoxical perspective and resilient attitudes is still largely unclear. Thus, more research is needed to disclose the interaction of paradoxical perceptions and leadership resilience. Further research can investigate how resilient attitudes demonstrate in actions in dealing with challenges and adversities.

The authors further an argument that leaders may enhance their resilience through embracing a paradoxical perspective towards challenges (resilient attitude), e.g. being adaptive to adversities, and the attitude of learning from failures. These enhanced resilient attitudes could help leaders deeper understand and examine their reality and persist under high pressures and develop an innate ability to utilise resources more effectively to help them survive and thrive in challenging circumstances, instead of becoming overwhelmed by the burden of complexity or giving up. This will offer a practical contribution to resilience development.

Importantly, this study found that resilience is an essential leadership trait and can benefit individuals and organizations' work outcomes across leadership contexts. These positive effects of resilience may encourage organizations or society to promote psychological resilience, including a resilient attitude, to deal with adversities and uncertainties.

Fundamentally, the synthesized model applied may encourage further studies to focus on how to build up resilience and practically apply it in workplaces across leadership contexts. In particular, this study found that adopting paradoxical perspectives and ambidextrous leadership approaches toward adversities is an original resilience development strategy, which serves to contribute to the gap in the literature.

The purpose of this paper is to investigate the processes of open innovation in the context of a fraudulent organization and, using the infamous Bernie L. Madoff Investment Securities fraud case, introduces and elaborates upon the concept of dark open innovation. The paper’s conceptual framework is drawn from social capital theory, which is grounded on the socio-economics of Bourdieu, Coleman and Putnam and is employed in order to make sense of the processes that occur within dark open innovation.

Given the self-evident access issues, this paper is necessarily based on archival and secondary sources taken from the court records of Madoff v. New York – including victim impact statements, the defendant’s Plea Allocution, and academic and journalistic commentaries – which enable the identification of the processes involved in dark open innovation. Significantly, this paper also represents an important inter-disciplinary collaboration between academic scholars variously informed by business and history subject domains.

Although almost invariably cast as a positive process, innovation can also be evidenced as a negative or dark force. This is particularly relevant in open innovation contexts, which often call for the creation of extended trust and close relationships. This paper outlines a case of dark open innovation.

A key implication of this study is that organizational innovation is not automatically synonymous with human flourishing or progress. This paper challenges the automatic assumption of innovation being positive and introduces the notion of dark open innovation. Although this is accomplished by means of an in-depth single case, the findings have the potential to resonate in a wide spectrum of situations.

Innovation is a concept that applies across a range of organization and management domains. Criminals also innovate; thus, the paper provides valuable insights into the organizational innovation processes especially involved in relation to dark open innovation contexts.

It is important to develop and fully understand the possible wider meanings of innovation and also to recognize that innovation – particularly dark open innovation – does not always create progress. The Caveat Emptor warning is still relevant.

The paper introduces the novel notion of dark open innovation.

Elite interviewing is a well-established area of interview research methods. Nevertheless, the actual casting of an “elite” has been generally conducted in a prima facie or broad manner. A consideration of entrepreneurs and owner-managers as “elites” has been less profiled and received less attention, therefore the paper views the entrepreneurs and owner-managers as constituting a form of “local elite” within given and varying sectorial, regional and community boundaries. The authors argue that a consideration of entrepreneurs as “local elites” and transferring knowledge from an elite interviewing perspective may strongly support scholarly research in the entrepreneurship field.

The study conducts a comprehensive narrative literature review of elite interviewing literature and transfers key methodological insights to the entrepreneurship field. The methodological contribution based on literature is complemented by experiences and observations from an extensive inductive interview study with over 30 entrepreneurs of German manufacturing Small and Medium-sized Entities (SMEs) and are used to reflect on, and refine, interview research approaches with entrepreneurs.

The reflections and discussions in this paper provide valuable insights for other researchers conducting research in entrepreneurship domains regarding the power dynamics of negotiating access, procedural issues of interviews and thereby enhancing the quality of data.

The contribution to knowledge is mainly of a methodological nature. While the paper takes a novel act of recasting elite interviewing in the SME and entrepreneurship context, the paper methodologically contributes to the entrepreneurship and elite interview literature thereby facilitating higher quality interviews.

A review of the emerging scholarly literature on positive organizational scholarship indicates a need to pursue cognitive, emotional and motivational mechanisms which translate into positive states and outcomes in organizations. Responding to this, this paper aims to test a mediation model linking resilience and organizational citizenship behaviors (OCB) through subjective well-being (SWB) components (i.e. life satisfaction and affect balance) and organizational commitment (OC) components.

Data were collected from 345 employees working in the Indian manufacturing industry. The study used structural equation modeling using AMOS to conduct bootstrapped mediation analyses.

Results showed that SWB and OC components mediated the resilience-OCB relationship. Results offered strong support for the role of affect balance (high positive and low negative affect) and affective commitment in mediating the influence of resilience on OCB.

The study not only tested the applicability of resilience in an organizational context to predict coveted positive outcomes but also identified the underlying mechanism as how psychological resource capacities like resilience contribute to OCBs.