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1 – 10 of 34R. Hari Krishnan and S. Pugazhenthi
Wheelchair users face great difficulty in transferring themselves from one surface to another, for example from wheelchair to a toilet commode. In such cases, mostly a caregiver’s…
Abstract
Purpose
Wheelchair users face great difficulty in transferring themselves from one surface to another, for example from wheelchair to a toilet commode. In such cases, mostly a caregiver’s assistance may be required, but it affects one’s dignity. The purpose of this paper is to develop a robotic self-transfer device, which is aimed at offering privacy and independence to people with lower limb disabilities in performing daily activities.
Design/methodology/approach
The device, attached to a powered wheelchair, is useful in transferring a user from a wheelchair to a toilet commode or any other surface following simple and natural transfer procedure without the need of any caregiver. The user can achieve transfer by operating joysticks. The device employs two linear actuators and a motor to accomplish the transfer. Trials were carried out to test the performance of the device by involving potential beneficiaries.
Findings
The device could successfully transfer the participants from a wheelchair to a chair with less effort in less than a minute. The results of the trials show that the participants felt comfortable in using the device. It was also found that the device is superior to other existing transfer systems in terms of comfort and operation.
Originality/value
The existing self-transfer systems are alternative solutions that serve the purpose of mobility coupled with self-transfer. Instead of developing an alternative mobility solution, this paper proposes a novel design of a self-transfer device that can be used as an attachment to wheelchair.
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This research study aims to investigate supplier integration's (SI) impact on supply-side resilience (SSR) while considering the intervening role of supplier sustainability and…
Abstract
Purpose
This research study aims to investigate supplier integration's (SI) impact on supply-side resilience (SSR) while considering the intervening role of supplier sustainability and supplier flexibility (SF).
Design/methodology/approach
Grounded in the dynamic capabilities view (DCV), the study posits that integration of the focal firm with firm's suppliers leads to sustainability on the supplier's side, which makes the firms more flexible to work with during disruptive circumstances, resulting in resilience on the supply side. The hypotheses are tested on the data of 181 manufacturing firm supply chain managers from a developing country.
Findings
The research findings confirmed the hypothesized model suggesting that SI positively impacts SSR. The results also confirm the existence of sequential mediation of supplier sustainability and SF between the SI–SSR relationship.
Practical implications
The results of this study show that SI is the primary capability for organizations seeking SSR. Furthermore, the supply-side capabilities, to be effective, are developed in a specific order.
Originality/value
This research advances the body of knowledge by identifying the underlying mechanisms through which SI augments SSR.
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Mohammad Haris Minai, Hemang Jauhari, Manish Kumar and Shailendra Singh
Scholarly studies have criticized transformational leadership (TFL) for its lack of conceptual clarity and inadequate operationalization. This study endeavors to do a detailed…
Abstract
Purpose
Scholarly studies have criticized transformational leadership (TFL) for its lack of conceptual clarity and inadequate operationalization. This study endeavors to do a detailed examination of the dimensions of the construct to address the lack of conceptual clarity. Further, with respect to concerns regarding operationalization, the study does an exploratory evaluation of reconceptualized TFL's relationship with psychological empowerment, a construct through which TFL mostly has its beneficial outcomes.
Design/methodology/approach
Respondents (n = 335) from an Indian information technology (IT) services organization report on their psychological empowerment and the transformational behaviors of their supervisors using temporally separated (15 days) online questionnaires.
Findings
As expected, the dimensions of transformational leadership are not equally salient in influencing psychological empowerment; however, they explain variance in all dimensions of psychological empowerment. Visioning relates to meaning and impact; inspirational communication relates to all dimensions of empowerment; personal recognition relates to impact and competence; finally, intellectual stimulation relates to self-determination. Contrary to expectations, however, data did not support the relationship of intellectual stimulation and supportive leadership on competence.
Research limitations/implications
Data collected from a single organization limit the claims of generalizability, and the use of a cross-sectional design prevents claims of causality. Given the significant variation in relational properties of individual dimensions, scholars can use dimensions of TFL, and therefore theorizing with these is possible.
Originality/value
This paper provides additional support for the unpacking of TFL, by hypothesizing and demonstrating the dimensional relationships between TFL and psychological empowerment.
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Keywords
Leadership, human resource management, crisis management, change management and communication.
Abstract
Subject area
Leadership, human resource management, crisis management, change management and communication.
Study level/applicability
Executive education; postgraduate; undergraduate.
Case overview
This case study describes the collapse of Satyam, a leading IT industry service provider from India. Satyam went into a crisis mode after revelation of financial fraud by its Chairman. This resulted in a crisis not just for the company, its clients and employees – but it also had the potential to shake up the entire Indian IT industry the world over, by shattering investor and client confidence in the Indian IT sector. The case provides the students with an inside view of the unfolding of events at Satyam and the people challenges that emerge in a crisis scenario. The case outlines reactions from the industry, government, clients and employees as they tried to make sense of a very chaotic situation, and its multi-level ramifications both within India and outside. The case ends with Thallapalli Hari, the Global Head of Marketing and Communication and ex-head of HR, trying to visualise and prioritise a course of action to propose to other members of the leadership team.
Expected learning outcomes
The key aim of this case is to provide a backdrop to the crisis, and also help students put themselves in the role of an HR crisis manager as well as portray the decision making and communication challenges that emerge in chaotic situations. The importance of an immediate and yet strategic response is emphasised and the case is a great starting point to have a discussion on the competencies and skills required in HR to lead under unusual circumstances. This case allows participants to get an in-depth understanding of the collapse of Satyam. The case also illustrates principles of leadership, change management and communication, in particular:
Leadership: The Satyam story is an HR and leadership crisis nightmare come true. What should an HR leader do when you wake up to find your company with a ruined reputation, minimal financial capital, 53,000 employees on the payroll and more than 500 clients with pending deliverables worldwide. Where do you begin? The case illustrates a situation where immediate action is required to stop the tailspin into which the company was heading.
Change management: The situation demanded that change be managed from a chaotic system to a stable system. The big issue though remains as to how one can get a system into a state of stability when everything is changing at the same time. Most change management plans have some stable variables, however in the case of Satyam there were multiple changes taking place simultaneously. A combination of change in leadership, client relationships, employee trust and confidence, market reactions together make for a perfect storm. Dealing with even one of these changes is a challenge for a company. In the case of Satyam, its entire existence was at stake.
Communication: The demands for communicating effectively in a crisis situation are different than communicating under stable systems. The choice of medium, the speed of response, the content all need careful monitoring. Whereas most companies have teams that separately deal with internal and external communication, Satyam provides a unique situation where managing both effectively at the same time was critical to the future of the firm. The stakes for effective communication are much higher under the circumstances. This case can be used in organizational behaviour, human resources and corporate communications modules being taught to under-graduates, post-graduates and for executive education.
Leadership: The Satyam story is an HR and leadership crisis nightmare come true. What should an HR leader do when you wake up to find your company with a ruined reputation, minimal financial capital, 53,000 employees on the payroll and more than 500 clients with pending deliverables worldwide. Where do you begin? The case illustrates a situation where immediate action is required to stop the tailspin into which the company was heading.
Change management: The situation demanded that change be managed from a chaotic system to a stable system. The big issue though remains as to how one can get a system into a state of stability when everything is changing at the same time. Most change management plans have some stable variables, however in the case of Satyam there were multiple changes taking place simultaneously. A combination of change in leadership, client relationships, employee trust and confidence, market reactions together make for a perfect storm. Dealing with even one of these changes is a challenge for a company. In the case of Satyam, its entire existence was at stake.
Communication: The demands for communicating effectively in a crisis situation are different than communicating under stable systems. The choice of medium, the speed of response, the content all need careful monitoring. Whereas most companies have teams that separately deal with internal and external communication, Satyam provides a unique situation where managing both effectively at the same time was critical to the future of the firm. The stakes for effective communication are much higher under the circumstances. This case can be used in organizational behaviour, human resources and corporate communications modules being taught to under-graduates, post-graduates and for executive education.
Supplementary materials
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Etayankara Muralidharan, Hari Bapuji and Manpreet Hora
This study aims to investigate the effects of firm characteristics and crisis characteristics on remedies offered to consumers by firms in the event of a product recall crisis.
Abstract
Purpose
This study aims to investigate the effects of firm characteristics and crisis characteristics on remedies offered to consumers by firms in the event of a product recall crisis.
Design/methodology/approach
Published data on 868 product recalls in the US toy industry from 1988 to 2011 have been used to investigate the effects of firm experience in product recalls, type of firm (company versus intermediary) and product recall severity in predicting remedies offered to consumers in the event of a product recall.
Findings
The findings show that firm recall experience, firm type and recall severity are negatively associated with recall remedies offered. Specifically, firms offer lower remedies if they have higher recall experience, if they are upstream firms in the supply chain (farther from consumers) and if the recall is more severe.
Research limitations/implications
This study focuses on the toy industry and does not consider product complexity, firm reputation and the role of external regulatory agencies in the prediction of remedies offered by firms. Future research may extend this study to include the above factors.
Practical implications
Offering a high remedy to consumers of a recalled product may be a responsible decision by a firm, but it may also attract shareholder wrath. The study has implications for managing multiple goals in product recall crisis management.
Originality/value
Studies focused on issues of interest to consumers during a recall crisis, such as swift recalls and appropriate remedies, are limited. This study contributes to the understanding of the antecedents of recall remedies.
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In the field of management, leadership plays a significant role in affecting the motivation, commitment and predisposition of the workforce in that it provides focus, meaning and…
Abstract
In the field of management, leadership plays a significant role in affecting the motivation, commitment and predisposition of the workforce in that it provides focus, meaning and inspiration to those who work for a company. As architects of an organization, managers need to project themselves as role models that embody and convey to their workforce desirable attitudes, Values, and beliefs, in actions as well as in words.
Hariprasad Ambadapudi and Rajesh Matai
Liquidity is a primary concern for businesses. The purpose of this study is to understand the impact of the collaborative liquidity management within the supply chain. Larger…
Abstract
Purpose
Liquidity is a primary concern for businesses. The purpose of this study is to understand the impact of the collaborative liquidity management within the supply chain. Larger firms prescribe favorable trade terms in the transactions and do not engage in value chain vision sharing with their smaller counterparts. Smaller firms encounter challenges with liquidity and often face the risk of bankruptcy. Such practice can threaten the entire supply chain. Instead, collaborative liquidity management can offer a win–win scenario to both parties. In that case, what are the benefits of implementing a collaborative liquidity management approach across the value chain, and what is the reward?
Design/methodology/approach
The authors selected key liquidity metrics that matter most to the organizations from a cohort of 307 firms from the Indian automobile industry for 10 years (2012–2021). The authors classified the businesses into five distinct revenue-based categories. They emphasized the importance of expanded supply chain finance adoption and demonstrated how collaborative liquidity management strategies boosted return on assets.
Findings
The research confirms the tangible benefits of greater adoption of supply chain finance in realizing supply chain members’ shared vision. The authors challenged the age-old practice of power-based relationships in the supply chain. They recommended a win–win scenario through practical cooperation and increased adoption of SCF by value chain members.
Originality/value
Existing research predominantly focuses on dyadic relationships and is restricted to Europe and China. According to the authors, no comprehensive investigation has been conducted in India. This application of simulation techniques to improve the liquidity performance of companies in developing economies is innovative.
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Spotlights India and that by 2045 it may become a more populous country than China. Deplores the lack of social and economic development in India and looks at the reasons for…
Abstract
Spotlights India and that by 2045 it may become a more populous country than China. Deplores the lack of social and economic development in India and looks at the reasons for these. Tries to explain why the population has shot up from 1971 and two‐thirds of the growth in India has taken place since then. Uses tables to aid in explanation of birth rates, literacy and literacy among females particularly. Concludes that the economic development and urbanization is to be commended but not the only key factor regarding fertility rates of single states.
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