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Article
Publication date: 4 September 2020

Sanjay T. Menon

In Part I and Part II of this review series, management research over a 25-year period from 1990 to 2014 from Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal…

Abstract

Purpose

In Part I and Part II of this review series, management research over a 25-year period from 1990 to 2014 from Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan and Sri Lanka was reviewed (Menon, 2016, 2019). This final paper presents further analysis, including author affiliation analysis, and an exploration of contextual factors affecting management research in each of the eight South Asian countries.

Design/methodology/approach

Publication trends and the locational affiliation of the authors (in-country vs external) were analyzed. Country-specific analysis and policy recommendations were developed from an ecological and institutional theory perspective.

Findings

There were a total of 1,250 management research articles related to South Asian countries published in 183 journals, with the most being in the International Journal of Human Resource Management (n = 92). The average number of publications per year has steadily increased, nearly doubling in the last five years. An analysis of author affiliations revealed that a majority (64%) of the first authors were based in the West.

Originality/value

The author affiliation analysis in this paper is an original technique and offers empirical evidence that much of quality management research on South Asia is undertaken by scholars external to the region. The review series is the first such comprehensive effort covering management research in all eight South Asian countries over a 25-year period and offers country-specific explanations for the state of management research in these countries.

Details

South Asian Journal of Business Studies, vol. 10 no. 2
Type: Research Article
ISSN: 2398-628X

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Article
Publication date: 28 February 2019

Sanjay T. Menon

In part-I of this review series, research from Afghanistan, Bangladesh, Bhutan, Maldives, Nepal and Sri Lanka was reviewed. The purpose of this paper which is part-II of…

Abstract

Purpose

In part-I of this review series, research from Afghanistan, Bangladesh, Bhutan, Maldives, Nepal and Sri Lanka was reviewed. The purpose of this paper which is part-II of the series, is to review management research from India and Pakistan over a 25-year period from 1990 to 2014.

Design/methodology/approach

A systematic review approach was adopted for this research. As a quality standard for inclusion, articles were restricted to journals rated A*, A, or B by the Australian Business Deans Council in 2013 and either Q1 or Q2 in the Scopus/Imago classification system. The divisions and interest groups of the Academy of Management were used as framework to organize the search results.

Findings

A total of 1,039 articles related to India (n = 930) and Pakistan (n = 112) emerged from the search process, with three articles being related to both countries. The research was published in 163 different journals that met the quality criteria. The period under review coincides with the advent of economic liberalization in India and this emerged as a major theme in the India-related research. Other context-specific insights for these two countries are also derived from an ecological and institutional theory perspective.

Originality/value

This research represents the first comprehensive and systematic review of management research in India and Pakistan. As in part-I, the unique review approach allows for strict adherence to a predetermined quality standard while including a wide variety of journals and research traditions.

Details

South Asian Journal of Business Studies, vol. 8 no. 1
Type: Research Article
ISSN: 2398-628X

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Article
Publication date: 12 October 2012

Sanjay T. Menon

The purpose of the paper is to identify management and human resource (HR) practices that lead to satisfaction with the performance of an organization's supply chain as…

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Abstract

Purpose

The purpose of the paper is to identify management and human resource (HR) practices that lead to satisfaction with the performance of an organization's supply chain as well as employee wellbeing, and to develop recommendations for practicing managers.

Design/methodology/approach

Adopting an empirical approach, a Delphi expert panel study was first carried out to identify the possible impact of supply chain integration, particularly with regard to human resource management (HRM) policies and practices. Then, using a survey of 228 supply chain professionals, hypotheses linking satisfaction with supply chain performance to non‐traditional HR practices, training, and team organization were tested.

Findings

The Delphi study identified specific HR practices, such as flexible job descriptions and teamwork training that would need to accompany successful supply chain integration. Regression results indicate that flexible job descriptions, team organization, teamwork training, and the use of performance metrics to determine rewards, are significantly related to satisfaction with supply chain performance.

Research limitations/implications

The Delphi results are subjective by nature and the cross‐sectional survey design limits inferences of causality.

Practical implications

This paper identifies management and HR practices that lead to satisfaction with supply chain performance, which is particularly relevant to modern industrial organizations where the trend is toward inter‐organizational networks in the form of integrated supply chains. Implications for employee wellbeing are also discussed.

Originality/value

This paper adopts an interdisciplinary approach and links HRM practice with supply chain management; two separate fields with their own research traditions.

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Article
Publication date: 7 March 2016

Sanjay T. Menon

Research from Afghanistan, Bangladesh, Bhutan, Maldives, Nepal, and Sri Lanka has received relatively less attention of management scholars. To date, there has been no…

Abstract

Purpose

Research from Afghanistan, Bangladesh, Bhutan, Maldives, Nepal, and Sri Lanka has received relatively less attention of management scholars. To date, there has been no major review of the content of management research in these rapidly growing economies. The purpose of this paper is to address this gap by reviewing management research in these six countries over a 25-year period from 1990 to 2014.

Design/methodology/approach

An electronic search of 11 databases was carried out using 53 search terms pertaining to the field of management. Only articles in journals rated A*, A, or B by the Australian Business Deans Council and either Q1 or Q2 in the Scopus/Imago ratings were included in the study. The articles were then classified as belonging to one of the divisions of the Academy of Management. Results are presented in thematic clusters, highlighting the major focus of management research in these countries.

Findings

A total of 211 articles were identified as a result of the search process. The highest number of articles (n=54) were classified under the “Public & Non-Profit.” This was the only area common to research in all six countries as represented by the selected articles. The results are reviewed from an ecological and institutional theory perspective which suggests that the various dimensions of the local environment are reflected in the type of management research emerging from these countries. The paper concludes that these countries represent “greenfield sites” in terms of research opportunities for management scholars from all over the world.

Originality/value

This review approach adopted in this paper is unique and represents an attempt to be as inclusive as possible without sacrificing quality. This is the first comprehensive and systematic review of management research in these six countries.

Details

South Asian Journal of Global Business Research, vol. 5 no. 1
Type: Research Article
ISSN: 2045-4457

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Article
Publication date: 8 August 2016

Sandeep Munjal, Sanjay Sharma and Pallavi Menon

The paper aims to research the current understanding of Slow Food in the Indian hospitality sector and to identify how the industry can embrace the concept and its…

Abstract

Purpose

The paper aims to research the current understanding of Slow Food in the Indian hospitality sector and to identify how the industry can embrace the concept and its sustainability. To begin, underpinnings are considered in relation to traditional, locally produced food for patrons that is actually “farm to fork” in terms of its delivery model as evidenced by backward integration in the supply of key ingredients. The economics of the backward integration is analysed to measure its impact on businesses’ bottom-line in the context of an inflationary economy.

Design/methodology/approach

Existing published literature is reviewed with reference to the “Slow Food movement” from both an international and Indian perspective. Vedatya’s approach to sustainable culinary value chain creation and its applicability for industry adoption with an intent to offer Slow Food on commercial menus is documented and discussed. A round table discussion with key food and beverage leaders is also documented and analysed to establish the current state of awareness and readiness of the sector to offer “Slow Food” through an integrated supply chain in India.

Findings

Slow Food as a concept is new to India; there is a huge shift in many parts of the world towards food that is fresh, traditional and drawn from locally available ingredients. This research shares Vedatya’s experience in developing an integrated value chain that can provide a sustainable Slow Food model for the Indian hospitality and restaurant sector to deploy with a positive impact on profitability too.

Research limitations/implications

There is need for more research to better understand the feasibility of hospitality businesses working on supply chain with backward integration, to offer “Slow Food” to consumers. While there seems to be a demand for traditional food, this paper does not research that aspect; further research is required to ascertain the potential demand for Slow Food in India.

Practical implications

The popularity of Slow Food is global; however, the Indian hospitality sector is yet to warm up to this potential. The customer focus on healthy, traditional, fresh food opens an opportunity to innovate, and businesses that build capacity to offer real farm-to-fork menus can become market leaders and will reap bottom-line benefits through lower input costs because of supply chain integration.

Originality/value

This paper is unique in terms of offering a discussion on the potential of Slow Food as the next realm of culinary innovation in India. It also adds value by sharing the Vedatya experience in terms of developing an integrated supply chain that facilitates the Slow Food offering in a farm-to-fork format. The model can be emulated by commercial hospitality businesses resulting in cost advantages and higher satisfaction levels of customers.

Details

Worldwide Hospitality and Tourism Themes, vol. 8 no. 4
Type: Research Article
ISSN: 1755-4217

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Article
Publication date: 12 October 2020

Shiwangi Singh, Sanjay Dhir, Ansh Gupta, Vellupillai Mukunda Das and Anuj Sharma

Assessing the antecedents of innovation implementation holds importance for companies, as previous studies have shown that without proper implementation the innovation is…

Abstract

Purpose

Assessing the antecedents of innovation implementation holds importance for companies, as previous studies have shown that without proper implementation the innovation is doomed to fail. Over the past few years, research on innovation implementation is growing. However, the evidence on the antecedents of innovation implementation is inconsistent. The purpose of the study is to conduct a review of the literature using meta-analysis to summarize the divergent views present in the literature.

Design/methodology/approach

A meta-analysis technique is adopted for reviewing the literature. The literature search was conducted with selected keywords in different databases and top journals from the ABDC list (A* and A).

Findings

The results of the meta-analysis that summarize evidence from 42 papers, 100 effect sizes and 32,223 organizations show the significance and homogeneous/heterogeneous opinions of the past studies. Results reveal the homogeneity in antecedents such as transformational leadership, business collaboration, employee competency, leader competency, absorptive capacity and business size and heterogeneity in the antecedents such as communication, customer collaboration, internal entrainment, external entrainment, implementation climate and strategic resources.

Research limitations/implications

The results imply that managers attempting to implement innovation in the organizations need to first focus on homogenous antecedents followed by heterogeneous antecedents for successful implementation.

Originality/value

This study advocates research on innovation implementation. It tests the significance, nature of the relationship and summarizes the divergent views on antecedents of innovation implementation in an organization. The results of this study can also be used in the theoretical advancement of management innovation literature.

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Article
Publication date: 27 January 2021

Shiwangi Singh and Sanjay Dhir

The paper aims to identify, analyse and develop a model for measuring the inter-relationship and interaction among the antecedents influencing innovation implementation…

Abstract

Purpose

The paper aims to identify, analyse and develop a model for measuring the inter-relationship and interaction among the antecedents influencing innovation implementation. The extant literature has not widely studied the interactions and inter-relationships among the antecedents of innovation implementation. To fill this gap, the paper develops a hierarchical relationship framework between the identified antecedents of innovation implementation.

Design/methodology/approach

The study follows mixed method-based approach using two methodologies: modified total interpretive structural modelling (m-TISM) and MICMAC (Matriced’ Impacts Croisés Multiplication Appliquée á un Classement) analysis. m-TISM is used for the purpose of establishing the hierarchical relationship among the antecedents. MICMAC analysis is used to study the driver-dependent relationship. To identify the antecedents of innovation implementation, the paper follows a systematic search method found in the review articles. The article search was performed across different databases including Google Scholar, Web of Science, EBSCO and Scopus.

Findings

In this study, eight innovation implementation antecedents are identified. The analysis indicates that competency antecedents such as leader competency and employee competency, having high driving and weak dependence power, are at the lowest level in the hierarchical model, whereas, innovation implementation, having high dependence and low driving power, is at the highest level in the hierarchical model. Strategic resources act as a linkage variable.

Research limitations/implications

Although this study summarizes the extant literature to generalize the findings, the future studies can focus upon statistical validation of model by employing structural equation modelling to generalize the results.

Practical implications

The practitioners must emphasize on antecedents having strong driving power for successful implementation of innovation. The hierarchical model is proposed for implementing innovation successfully that will help organizations to be more competitive, productive and profitable.

Originality/value

In this study, m-TISM and MICMAC-based hierarchical models are proposed for implementing innovation successfully in organizations. It also provides the variables insights such as driver-dependent interrelationship between the identified antecedents.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Case study
Publication date: 29 March 2016

Sanjay Verma and Mukund Dixit

This case describes the knowledge management (KM) initiatives at the level of a unit of one of the largest chemical companies in India. The unit, Tata Chemicals Ltd…

Abstract

This case describes the knowledge management (KM) initiatives at the level of a unit of one of the largest chemical companies in India. The unit, Tata Chemicals Ltd, Mithapur, has a unique knowledge base accumulated over generations of experiments, trials, and errors. It is in the midst of implementing a rejuvenation plan that has created opportunities for external knowledge assimilation and new knowledge generation. With details on the initiatives for knowledge collection, sharing, measurement of performance and the systems for rewards and recognition, the case provides an opportunity to the participants of a programme on Knowledge Management to analyze the initiatives and make recommendations for the future to the head of Knowledge Management function at the company. The participants would be able to map the realm of knowledge management in an organization and discern - how KM initiatives contributed to the transformation of the organisation from manufacturing centred mind-set to customer focused one.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Content available
Book part
Publication date: 28 March 2017

Chandan Kumar Sadangi and Sanjay Mohapatra

Abstract

Details

Change Management for Organizations
Type: Book
ISBN: 978-1-78714-119-3

Content available
Article
Publication date: 14 September 2020

Demetris Vrontis and Alkis Thrassou

Abstract

Details

International Marketing Review, vol. 37 no. 5
Type: Research Article
ISSN: 0265-1335

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