Organizational Behavior and Strategic Management.
MBA, Management/Executive development programs.
This case study can be used effectively for understanding the nuances of employee loyalty, especially if there is a cost of employee loyalty. While Anand Finance is happy that its workforce has largely been loyal, the volatile, uncertain, complex and ambiguous times force it to chart new course of action. The newly appointed Business Head, Ashok Singh's challenges compound when he finds that there was not’t a single innovation or best practice adopted over the past three years. Given his mandate to make Anand Finance as the Walmart of financial services, can he aspire to rally the forces behind the new mission? This case study facilitates an interesting discussion on the significance of operational and strategic alignment at organizations in the backdrop of an interesting story of Anand Finance, one of the leading non-banking financial companies (NBFCs) in India. The non-alignment was noticed by Ashok Singh (Singh) who took over as the Business Head of Anand Finance. While the company boasted of long-standing employees, Singh was quick to notice that the company had been paying a cost for employee loyalty. What was the cost of employee loyalty? Singh could also sense that the company was in a state of active inertia. Expected to make Anand Finance Walmart for financial services by 2025, Singh had a big task at hand given the lack of strategic orientation of the employees. What would be the likely course of Singh's actions? As the case study deals with strategic dilemmas related to the organizational culture, it can be suitably used for organizational behavior and strategic management courses. This case study is meant highlight that even if an organization is operationally sound and successful, it cannot afford to be strategically disoriented, as its strengths may prove to be its weaknesses with changing business conditions.
Expected learning outcomes
At the end of this case discussion, the participants are expected to know the merits and demerits of employee loyalty and the implications of the same for organizational change; whether employees’ relatively longer stints at companies would contribute to active inertia (as defined by Donald N. Sull in Harvard Business Review article, “Why Good Companies Go Bad”); and the ways to align operational orientation with strategic mindset, especially in the case of employees who rose through the ranks and had been serving the company for relatively longer period.
Teaching Notes are available for educators only. Please contact your library to gain login details or email firstname.lastname@example.org to request teaching notes.
This article aims at offering and validating a theory‐driven conceptualization of the cultural distance index.
This article aims at offering and validating a theory‐driven conceptualization of the cultural distance index.
First, the cultural distance index is conceptualized, its conceptual properties are discussed, and a generic formula is proposed. Subsequently, the generic formula is applied to Schwartz's and Hofstede's frameworks. Finally, using the new formula the cultural distance is calculated, its robustness is examined, and its advantages over the Kogut and Singh's measure are inspected.
Through this paper it is found that by considering issues such as cultural dimensions' alignment and their relative weight, it is possible to build a more accurate index of cultural distance. Moreover, based on the generic formula it is understood that collectivism/individualism and power distance in Hofstede's framework and conservatism, egalitarianism in Schwartz's model are important cultural dimensions and account for a considerable weight in the cultural distance index.
The index is based on cultural dimensions and naturally it carries all shortcomings attributed to dimensionalization such as symmetry, linearity, stability and causality. In addition, it can be recognized that while alignment is a legitimate method, it should be interpreted cautiously because cultural dimensions are essentially nebulous concepts.
Researchers may use the proposed index to test the implications of cultural differences for a wide range of cross‐national issues such as joint ventures, entry mode choices, mergers, negotiations, organizational behavior, and technology transfer.
This article offers a novel and theory‐driven approach to building the cultural distance index. Considering the popularity of the Kogut and Singh's index in international business, the paper is of major significance.
The purpose of this paper is to covenant with the cost assessment of a complex repairable system, consisting of two subsystems (Subsystem 1 and Subsystem 2) connected in…
The purpose of this paper is to covenant with the cost assessment of a complex repairable system, consisting of two subsystems (Subsystem 1 and Subsystem 2) connected in series configuration and being operated by a human operator. Each subsystem has two identical units in parallel configuration and has different types of failure and two types of repairs (general repair and copula repair). Through the transition diagram, the system of first-order partial differential equations is derived and solved using a supplementary variable technique, Laplace transforms. All failures are assumed to follow exponential distribution, whereas repairs follow two types of distributions that are general and Gumbel–Hougaard family copula. In this paper, explicit expressions for reliability, availability, mean time to failure (MTTF) and cost analysis functions have been obtained. In this paper, two types of repairs (copula repair and general repair) have been studied, and it has been concluded that copula repair is more reliable as compared to general repair. Some computations are taken as particular case by evaluating: reliability, availability, MTTF and cost analysis, so as to capture the effect of both failure and repair rates to reliability measures. The results have been shown in tables and graphs. The convincing part has been discussed in last section of this study.
This paper is focused on the cost assessment of a system consisting two subsystem series configuration. Each subsystem has two identical units in parallel configuration. The performance of the system has been analyzed by supplementary variable techniques and Laplace transforms. Various measures of the reliability have been discussed by evaluations. Software called Maple 13 is used for computations.
In this research paper, the authors have evaluated the operational cost and incurred profit of the system together with other reliability measures for various situations and different types of failures and two types of repairs using Gumbel–Hougaard family copula distribution.
The present research focuses on the series and parallel configured complex systems that is used everywhere in industry and other sectors. The authors main aim is to claim that repair through the joint probability distribution copula is far better than general repair. Copula repair for a completely failed system is more beneficial for industrial system operations that will increase profit to the industrial sector.
The authors have observed that when repair follows general distribution the values of reliability obtained of the system are less compared to the those obtained when the authors apply copula repair, a joint probability distribution. It is a clear implication for industrial sector and organization to use the policy for a better generate revenue.
According to the best of authors’ knowledge, there is no social implication as this study is meant for reliability section. The study in management and case study matters is considered to have social implication.
This research is the original work of authors. Nothing has been copied from any paper or book. The references are cited according to the relevance of study.
This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but…
This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but distinct constructs that have been introduced to the literature. While each construct has contributed to our understanding of the role of culture, the lack of connections made among constructs has limited the consolidation of contributions. The review shows what these constructs mean for mergers and acquisitions, what major findings have been discovered, and, most importantly, how constructs interrelate. Our discussion provides several opportunities to foster the needed consolidation of this research.
Firms operate in a market for their corporate assets, wherein important assets being bought and sold are business units. This market is therefore a primary mechanism for…
Firms operate in a market for their corporate assets, wherein important assets being bought and sold are business units. This market is therefore a primary mechanism for firm reconfiguration, and offers the opportunity for firms to gain performance advantage as they prepare for and engage in their boundary-changing moves. This paper focuses on resource reconfiguration between firms, and examines internally and externally driven sources of performance heterogeneity in firms’ use of the market for firm reconfiguration. Viewing between-firm resource reconfiguration through three theoretical lenses surfaces several potential avenues for firm differentiation. For one, the necessity of firms’ possessing capabilities to execute both sides of the external resource reconfiguration transaction – acquisition and divestiture capabilities – is revealed. For another, the institutional prerequisites that are needed in the operating environment for a firm to build a sustainable resource reconfiguration strategy are brought to the fore, and are well illustrated by the private equity industry. Lastly, the potential benefits of using the transactional view of firm scope to animate the study of external resource reconfiguration are raised. Taken together, these elements lead to a research agenda around resource reconfiguration across firm boundaries.
The purpose of this paper is to explore and examine the role of accounting and accountants in customary land transactions between Indigenous peoples and foreign corporate…
The purpose of this paper is to explore and examine the role of accounting and accountants in customary land transactions between Indigenous peoples and foreign corporate entities. The paper uses the case of two accountants who utilised accounting technologies in lease agreements to alienate customary land from Indigenous landowners in Papua New Guinea (PNG).
Employing a case study methodology, the paper draws on contemporary data sets of transcripts related to a Commission of Inquiry established in 2011 to investigate PNG’s Special Agricultural Business Lease system. Analysis of other publicly available data and semi-structured interviews with PNG landowners and other stakeholders supplement and triangulate data from the inquiry transcripts. A Bourdieusian lens was adopted to conceptualise how accounting was used in the struggles for customary land between foreign developers and Indigenous landowners within the wider capitalist field and the traditional Melanesian field.
This paper reveals how accountants exploited PNG’s customary land registration system, the Indigenous peoples’ lack of financial literacy and their desperation for development to alienate customary land from landowners. The accountants employed accounting technologies in the sublease agreements to reduce their royalty obligations to the landowners and to impose penalty clauses that made it financially impossible for the landowners to cancel the leases. The accountants used accounting to normalise, legitimise and rationalise these exploitative arrangements in formal lease contracts.
This paper responds to the call for research on accounting and Indigenous peoples that is contemporary rather than historic; examines the role of accountants in Indigenous relations, and examines the emancipatory potential of accounting.
One area in which strategy and organizational ecology converge is organizational change. This essay weaves together salient themes in my (and my co-authors’) various writings on organizational change, and is anchored in the research literature of the last twenty years. Among other ideas developed here, I point out that there is now a convergence of agendas in strategy and ecology, with an important role being played by intraorganizational ecology. I develop the distinction between strong and weak selection approaches to organizational ecology. While the strong selection view does not find empirical support, there is stronger support for the weak selection view. I lay out some key features of an emerging evolutionary synthesis for the study of strategy and organization, and develop an evolutionary approach to organizational change.
The study this chapter reports focuses on how network theory contributes to the understanding of the internationalization process of SMEs and measures the effect of network capability on performance in international trade and has three research objectives.
The first objective of the study relates to providing new insights into the international market development activities through the application of a network perspective. The chapter reviews the international business literature to ascertain the development of thought, the research gaps, and the shortcomings. This review shows that the network perspective is a useful and popular theoretical domain that researchers can use to understand international activities, particularly of small, high technology, resource-constrained firms.
The second research objective is to gain a deeper understanding of network capability. This chapter presents a model for the impact of network capability on international performance by building on the emerging literature on the dynamic capabilities view of the firm. The model conceptualizes network capability in terms of network characteristics, network operation, and network resources. Network characteristics comprise strong and weak ties (operationalized as foreign-market entry modes), relational capability, and the level of trust between partners. Network operation focuses on network initiation, network coordination, and network learning capabilities. Network resources comprise network human-capital resources, synergy-sensitive resources (resource combinations within the network), and information sharing within the network.
The third research objective is to determine the impact of networking capability on the international performance of SMEs. The study analyzes 11 hypotheses through structural equations modeling using LISREL. The hypotheses relate to strong and weak ties, the relative strength of strong ties over weak ties, and each of the eight remaining constructs of networking capability in the study. The research conducts a cross-sectional study by using a sample of SMEs drawn from the telecommunications industry in Ireland.
The study supports the hypothesis that strong ties are more influential on international performance than weak ties. Similarly, network coordination and human-capital resources have a positive and significant association with international performance. Strong ties, weak ties, trust, network initiation, synergy-sensitive resources, relational capability, network learning, and information sharing do not have a significant association with international performance. The results of this study are strong (R2=0.63 for performance as the outcome) and provide a number of interesting insights into the relations between collaboration or networking capability and performance.
This study provides managers and policy makers with an improved understanding of the contingent effects of networks to highlight situations where networks might have limited, zero, or even negative effects on business outcomes. The study cautions against the tendency to interpret networks as universally beneficial to business development and performance outcomes.