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Article
Publication date: 4 September 2017

Mohammad Faraz Naim and Usha Lenka

This paper aims to examine the relationship between workplace use of social media, collaboration and Gen Y employees’ engagement.

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Abstract

Purpose

This paper aims to examine the relationship between workplace use of social media, collaboration and Gen Y employees’ engagement.

Design/methodology/approach

A sample of 209 Indian Gen Y employees from information technology industry participated in the survey. Structural equation modelling is used to test the research hypotheses.

Findings

Findings reveal that social media has a significant positive effect on collaboration, which leads to Gen Y employees’ perceived learning, in turn impacting Gen Y employees’ engagement.

Research limitations/implications

Findings suggest a social media-enabled approach of collaboration to satisfy Gen Y employees’ perceived learning leading to their engagement. However, this study only examines the employees’ perspective; it will be prudent to examine management perspective as well in future studies.

Practical implications

Organisations must integrate social media into their talent management strategy.

Originality/value

This study contributes to the literature in human resources pertaining to social media as an asset to promote collaboration and develops a linkage between social media and Gen Y employees’ engagement via perceived learning.

Details

International Journal of Development Issues, vol. 16 no. 3
Type: Research Article
ISSN: 1446-8956

Keywords

Article
Publication date: 12 December 2017

Usha Lenka and Sucheta Agarwal

Women establish their enterprise for economic independence and empowerment. This study aims to identify the factors that promote women entrepreneurship in Uttarakhand, a state in…

1244

Abstract

Purpose

Women establish their enterprise for economic independence and empowerment. This study aims to identify the factors that promote women entrepreneurship in Uttarakhand, a state in India. Although, women have the potential to become entrepreneurs, they do not have the right opportunities to explore it. Therefore, the role of non-government organizations (NGOs) is imminent in supporting women's entrepreneurial cause.

Design/methodology/approach

The problems of women entrepreneurs during venture creation have been explored. Case studies of women entrepreneurs and NGOs operating in Uttarakhand have been developed through an in-depth interview method.

Findings

Entrepreneurial learning occurs because of certain personal, social and environmentally driven motivational factors. Entrepreneurial learning helps in the development of personal, social, managerial and entrepreneurial competencies. These competencies are essential for the performance of an enterprise.

Practical implications

This study provides directions to policymakers and researchers to focus on developmental programmes for women entrepreneurs.

Originality/value

This study explores a conceptual framework for the promotion of women entrepreneurship.

Details

Journal of Asia Business Studies, vol. 11 no. 4
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 13 December 2023

Shubham Sharma and Usha Lenka

Empirical attempts to recommend enabling mechanisms for organizational unlearning are sparse and have almost neglected the vital role of leadership in transforming organizations…

Abstract

Purpose

Empirical attempts to recommend enabling mechanisms for organizational unlearning are sparse and have almost neglected the vital role of leadership in transforming organizations through unlearning. Based on the tenets of persistence theories like path-dependence and imprinting theory, this study examines the relationship between transformational leadership and unlearning with the mediating role of knowledge sharing, transparent internal communication and intrapreneurship.

Design/methodology/approach

To analyze the hypothesized relationship between these constructs, data were collected from 452 faculty members working in Centrally Funded Technical Institutions (CFTIs) in India. The data were analyzed using Process macro (Hayes, 2022).

Findings

The results show a significant effect of transformational leadership on organizational unlearning. This effect is mediated by transparent internal communication and intrapreneurship. However, knowledge sharing did not mediate the relationship between transformational leadership and organizational unlearning.

Practical implications

The Fourth Industrial Revolution, Covid-19, the rise of generative artificial intelligence tools like ChatGPT and policy reforms have pushed higher educational institutions to transform by unlearning old practices and experimenting with new ones. This paper informs how educational institutions can initiate and sustain the unlearning process.

Originality/value

Persistence theories like path-dependence and imprinting theory suggest that organizations often stick with proven success formulas and find it challenging to adopt new practices. Moreover, path dependence theorists advocate the role of an external intervening mechanism to break away from rigid and inefficient routines (or paths). This paper argues that in addition to external events (e.g. crisis, etc.), transformational leaders combined with organizational processes also help in unlearning obsolete knowledge and routines.

Details

Journal of Organizational Change Management, vol. 37 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 27 January 2023

Bhairab Chandra Patra and Usha Lenka

The purpose of this article is to (1) map the most important topics in the domain of sustainable business practices for entrepreneurial firms in emerging countries, (2) identify…

Abstract

Purpose

The purpose of this article is to (1) map the most important topics in the domain of sustainable business practices for entrepreneurial firms in emerging countries, (2) identify important terms in the various dimensions of sustainability in business and (3) identify the important practices and prioritize the practices.

Design/methodology/approach

This study has adopted a unique methodology that combines state-of-art scientometric analysis with the fuzzy nominal group technique (NGT) and fuzzy decision-making trial and evaluation laboratory (DEMATEL). Results obtained from the co-occurrence analysis in scientometrics were further mapped through NGT to obtain the list of the most important topics in the domain. The factors affecting sustainable business practices obtained through topic mapping were analyzed through fuzzy DEMATEL to obtain the cause-and-effect relation of variables.

Findings

The scale of firms, leadership, uncertainty, gender, country/location, education and tourism were found to be the factors affecting the sustainable business practices of entrepreneurial firms. The sustainable business practices for entrepreneurial firms were (1) innovation, (2) resilience, (3) policy, (4) business ethics and virtue ethics, (5) business model, (6) upcycling and value creation, (7) collaboration and (8) triple bottom line.

Practical implications

Policymakers in entrepreneurial firms, as well as other organizations, can implement the identified sustainable business practices to obtain optimum results and smooth functioning of the companies. The research framework obtained can be tested using exploratory methods.

Originality/value

Very few researchers have used the technique of scientometric analysis to identify the sustainable business practices of entrepreneurial firms, and to the best of the knowledge of the authors, no earlier researcher has attempted to use the technique of topic mapping, fuzzy NGT and fuzzy DEMATEL in combination.

Details

Benchmarking: An International Journal, vol. 31 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 20 August 2018

Shubham Sharma and Usha Lenka

Organizational unlearning is easier said than done. Organizations are usually not cognizant of the ripe time to start questioning and discarding their existing paradigms and past…

414

Abstract

Purpose

Organizational unlearning is easier said than done. Organizations are usually not cognizant of the ripe time to start questioning and discarding their existing paradigms and past success formulas. This paper aims to recommend the use of a financial metric, i.e. value-added statement, as a trigger to unlearning in organizations.

Design/methodology/approach

This paper uses a review of existing literature on organizational unlearning to highlight that although prescriptive studies on unlearning are abundant, “how” and “when” organizations should contemplate and discard the obsolete knowledge and routines is still inconspicuous.

Findings

Value-added statement is an adequate reporting measure that incorporates the contribution of organization toward not only its shareholders but also other stakeholders such as employees, providers of long-term finance, government, and public. It supplements income statement and provides an insight of how organizations are serving its interest groups. A decline in value addition by an organization in a reporting period can serve as a trigger to question the existing practices and break organization’s over-dependence on “one size fits all” approach.

Originality/value

Unlearning is considered as a means to attain financial performance in an organization. This paper attempts to recommend a financial metric which incorporates the economic, social, and environmental aspects of business, i.e. value-added statement. The rationale for not recommending other financial metrics as a trigger for unlearning is based on grounds of possible manipulation. Moreover, these financial statements are affected by legal, political, and economic context of a nation.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 6
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 2 November 2018

Shubham Sharma and Usha Lenka

As contemporary organizations’ focus shifts from knowledge orientation to learning orientation, this paper aims to articulate the need for models that describe the learning…

599

Abstract

Purpose

As contemporary organizations’ focus shifts from knowledge orientation to learning orientation, this paper aims to articulate the need for models that describe the learning process in organizations. Simply assuming that organizations learn without any support of tangible framework or models highlights this need. The paper presents limitations of two prevalent themes of organizational learning, i.e. learning by adapting to environmental disturbances and learning from organizational members.

Design/methodology/approach

Based on the literature review on organizational learning, studies that depict the mechanism of organizational learning were selected. These were grouped into two categories: one that focuses on how organizations learn from its environment and other on how organization learn from its members.

Findings

This paper suggests the need for developing models and frameworks that eloquently describe the learning process in organizations. The literature focuses on organizational learning from individuals and adapting to the environment. Organizations tend to attribute the cause of failure to environmental shocks. Then, instead of the environment being a source of learning, it becomes a cause of failure. If individuals are agents of organization through which the latter learns, how this tacit knowledge becomes institutionalized in organizational memory is unknown.

Originality/value

This paper is a retrospective view on organizational learning. It attempts to question the black box of organizational learning, i.e. how the learning of individuals is transferred to organizational memory, or simply put, how the organizational learning mechanism works. There is a dearth of studies that address this question, and it has been simply assumed that somehow organizations do learn, but how?

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 10 July 2017

Mohammad Faraz Naim and Usha Lenka

The present study aims to explore knowledge sharing to evoke affective commitment of Gen Y employees through competency development.

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Abstract

Purpose

The present study aims to explore knowledge sharing to evoke affective commitment of Gen Y employees through competency development.

Design/methodology/approach

The research uses cross-sectional survey to collect primary data. A questionnaire is developed based on extensive review of literature. A sample was obtained from Gen Y employees (born between 1980 and 2000) working in software organizations in India. In total, 582 completely filled, usable questionnaires were obtained.

Findings

Results indicate that knowledge sharing has a positive effect on competency development of Gen Y employees, which in turn, positively predicts affective commitment. Furthermore, this would result in the enhancement of employee competencies and eventually, the generation of affective commitment.

Research limitations/implications

This study was limited to the software development professionals working in Indian organizations Therefore, researchers should test the research model further in other industries preferably in a different country.

Practical implications

The more knowledge assets are shared in the organization, the higher the enhancement of employee competencies will become. To evoke emotional attachment of Gen Y employees, an organization must implement learning and development interventions

Originality/value

This study contributes to knowledge management literature, particularly knowledge sharing by exploring its possible linkage with employee attitudinal outcomes through empirical data. This also happens to be an empirical study to investigate Gen Y employees’ commitment in Indian context.

Details

Journal of Knowledge Management, vol. 21 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 12 February 2018

Mohammad Faraz Naim and Usha Lenka

The purpose of this paper is to present a conceptual framework of development, commitment, and retention of Generation Y employees.

11541

Abstract

Purpose

The purpose of this paper is to present a conceptual framework of development, commitment, and retention of Generation Y employees.

Design/methodology/approach

Based on a review of existing literature and using social exchange and social constructivist approach, this study presents a conceptual framework with mentoring, strategic leadership, social media, and knowledge sharing as its key constructs to retain Generation Y employees.

Findings

Mentoring, strategic leadership, social media, and knowledge sharing have a great potential to foster competency development. Competency development is critical to evoke affective commitment of Generation Y employees, which in turn results in intention to stay forth.

Research limitations/implications

The proposed conceptual framework should be empirically validated in the future research.

Practical implications

Organisations should incorporate mentoring, strategic leadership, social media, and knowledge sharing into their talent management strategy for Generation Y employees. Competency development then in turn evokes commitment of Generation Y employees, leading to intention to stay forth. The framework suggests an approach for generation-specific retention strategy.

Originality/value

This is one of the first studies to propose a holistic framework to retain Generation Y employees. This paper adds a new dimension to the talent management literature by focusing on young generation employees.

Details

Employee Relations, vol. 40 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 19 December 2023

Kiran Marlapudi and Usha Lenka

Emphasizing the increasing role of talent management (TM) as a global phenomenon and a source of sustainable competitive advantage for organizations, this study aims to present a…

Abstract

Purpose

Emphasizing the increasing role of talent management (TM) as a global phenomenon and a source of sustainable competitive advantage for organizations, this study aims to present a scoping review of empirical literature on TM, examining the transition of TM from a phenomenon-driven to a theory-driven field.

Design/methodology/approach

Using a scoping review, this study analyzed 200 empirical studies published between 2010 and 2023 on TM.

Findings

The results indicate that TM is extensively studied in nationally operated, large, private, engineering-led organizations in Anglo-Saxon countries. The study highlights the necessity for more empirical studies and statistically robust evidence to establish the effectiveness of TM.

Research limitations/implications

This review intends to provide a vision and direction for future researchers, guiding TM towards becoming a theory-driven field characterized by widely accepted theoretical frameworks and research designs.

Practical implications

The findings of this study may not be generalizable to other types of organizations or cultural contexts, as it primarily focused on large private engineering-led organizations in Anglo-Saxon countries.

Originality/value

This paper offers a comprehensive view of the definitions, contextualization, conceptualization, frameworks, practices, processes and under-explored areas of TM, which are essential for its development as a discipline.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 30 July 2019

Usha Lenka and Minisha Gupta

The purpose of this paper is to develop a conceptual framework exploring innovation process in research and development units of organizations. Research and development (R&D…

Abstract

Purpose

The purpose of this paper is to develop a conceptual framework exploring innovation process in research and development units of organizations. Research and development (R&D) teams of pharmaceutical firms operating in India were the unit of analysis.

Design/methodology/approach

Data were collected from 352 leaders and equal number of team members working in R&D teams. Responses were collected through questionnaire survey method. Questions to measure variables of members’ proactive personality, emotional intelligence, trust, task reflexivity, team creativity and innovation adoption were answered by team leaders. Similarly, questions on variables, resonant leadership style of team leaders, team information sharing process and climate for innovation were answered by team members. Out of 450 distributed questionnaires, 352 completely filled responses were finally obtained, with a response rate of 78 percent. Data were analyzed through structural equation modeling using AMOS 21.0 software package.

Findings

Findings of the study reveal that members’ proactive personality, emotional intelligence and trust enhance members’ learning ability called task reflexivity. This learning is further promulgated with the intervention of team information sharing process and support for innovation. Team creativity enhances innovation implementation in organizations. However, resonant leadership style of team leaders does not support task reflexivity.

Practical implications

Overall, the study highlights that creativity is promulgated when information is disseminated among members in a supportive climate for innovation. Organizations can create and innovate by developing capability of members who are proactive, emotionally intelligent and who trust their colleagues, so that team members can rationally judge organizational priorities, learn from their colleagues, plan and execute novice ideas to serve market needs.

Originality/value

R&D team enhances creativity and innovation in organizations by leveraging their talent and skills. This work is an attempt to develop an innovation process model in Indian pharmaceutical organizations to promulgate creativity and innovation through R&D teams.

Details

European Journal of Innovation Management, vol. 23 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

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