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Organizational Behavior and Theory Commons™
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Articles 1 - 30 of 96
Full-Text Articles in Organizational Behavior and Theory
Studying Organisational Culture : Hicom India, Abinash Panda, R K Gupta
Studying Organisational Culture : Hicom India, Abinash Panda, R K Gupta
IIMB Management Review
A strong culture facilitates coordination and communication and distinguishes successful organisations from others. In a market characterised by continuous innovation and swift imitation, a strong and productive culture can be an important source of sustainable competitive advantage because it is difficult to imitate. Managers need to learn that where culture may matter most is in its impact on the ‘hard’ stuff, such as strategy and structure. Practitioners and academics in India and abroad have been systematically attempting to understand organisational culture. Although the study of organisational culture gathered momentum in the early 80s, researchers by and large conceptualised culture from …
Ethics In Business : An Overview, Rishikesha T Krishnan
Ethics In Business : An Overview, Rishikesha T Krishnan
IIMB Management Review
Finding a model to ensure ethical behaviour will be as elusive as the alchemists’ quest for a way of converting base metals into gold. More so, in India where the atmosphere is far from conducive to ethical behaviour. Yet, heightened public opinion and assertion by citizens’ bodies can eliminate, corruption.
Business Ethics : The Mindtree Perspective, S Janakiraman
Business Ethics : The Mindtree Perspective, S Janakiraman
IIMB Management Review
Right at its inception, says S Janakiraman, one of the co-founders of MindTree Consulting, it was realised at MindTree that implanting ethical corporate values was absolutely essential for long-term strategic success. While their mission statement — ‘Deliver business-enabling solutions and technologies by creating partnerships with our customers in a joyous environment for our people’—is the unifying force between the business and its customers, their DNA—Imagination, Action and Joy — nurtures and aligns people, and builds the emotional and psychological ecology of the organisation. Their value statement —‘We are a Caring, Learning, Achieving, Sharing and Socially responsible organisation (CLASS)’— connotes integrity …
Business Ethics : The Indian Reality, Rajneesh Krishna, Atul Tandan
Business Ethics : The Indian Reality, Rajneesh Krishna, Atul Tandan
IIMB Management Review
Business ethics in an organisation originates from an interplay of its structure and culture, the compulsions of its business category and the culture of the societal system surrounding it. In India, business ethics have evolved from the origins of industry in the last quarter of the 19th century, through its consolidation during the British Raj based on the values of the European Renaissance: individualism, equality, democracy, liberalism and centrality of work. The Western industrial organisation was implanted in India, where the dominant values were holism (performance of group over individual), hierarchy and continuity. Work was not a tool to realise …
Small Groups As Complex Systems: Formation, Coordination, Development, And Adaptation By Holly Arrow, Joseph E Mcgrath And Jennifer L Berdahl, Sage Publications, New Delhi, 2000, Pp 336, Price: $ 69.95 (Cloth); $ 31.95 (Paper)., Ravindra Singh Bangari
IIMB Management Review
Small Groups as Complex Systems presents a theory of small groups as adaptive, dynamic, and complex systems rather than collections of independent individuals. Drawing on systems, dynamical, and complexity theories, Arrow, McGrath, and Berdahl argue that group behaviour emerges through interactions among members, tasks, tools, and contexts. The book examines group formation, operation, adaptation, and transformation, while proposing new research methods such as experimental simulations, comparative field studies, and computational modelling. Challenging traditional positivist approaches, it advocates a broader understanding of causation, context, and change. The work lays a foundation for future research on group dynamics and organizational behaviour.
Change Management: A Guide To Effective Implementation By Robert A Paton And James Mccalman, 2001, Response Books, New Delhi, Pp 280, Price: Rs 450, Devi Akella
IIMB Management Review
Change Management: A Guide to Effective Implementation examines how organizations can respond effectively to rapid technological, market, and competitive changes. Paton and McCalman present practical models and strategies for managing organizational transformation, emphasizing the integration of technological, structural, and people-oriented solutions. The book discusses environmental analysis, systems approaches, project management, intervention strategies, and the role of managers and change agents in facilitating change. It also explores the concept of the learning organization as a framework for continuous adaptation and improvement. Supported by real-life case studies, the book serves as a practical guide for managers, consultants, and management educators.
Leading Organizations Through Transition : Communication And Cultural Change By Stanley A Deetz, Sarah J Tracy And Jennifer Lyn Simpson, Sage Publications., Puneet Arora
IIMB Management Review
No abstract provided.
Decomposing A Partner : Intra-Organisational Dynamics In Inter-Organisational Relationships, Abhoy K Ojha
Decomposing A Partner : Intra-Organisational Dynamics In Inter-Organisational Relationships, Abhoy K Ojha
IIMB Management Review
The traditional literature on alliances has treated organisations as homogenous entities, neglecting the influence of intra-organisational dynamics on inter-organisational relationships. This article, based on a longitudinal analysis of the global software outsourcing partnerships between a North America based telecommunications multinational, Global Telecommunications, and four Indian software firms, examines the role of these dynamics within the multinational in the four relationships. Decisions to enter into outsourcing relationships, particularly with global partners, have severe ramifications for nodal organisations. Contrary to the literature on the subject, data from this research suggested that Global’s decision to establish outsourcing relationships was not a corporate decision, …
The Innovating Organization Edited By Andrew M Pettigrew And Evelyn M Fenton, Sage, 2000., Rajeev Sharma
The Innovating Organization Edited By Andrew M Pettigrew And Evelyn M Fenton, Sage, 2000., Rajeev Sharma
IIMB Management Review
No abstract provided.
Organizational Stress : A Review And Critique Of Theory, Research And Applications By Cary L Cooper, Philip J Dewe And Michael P O’Driscoll, Sage Publications, 2001., Puneet Arora
IIMB Management Review
No abstract provided.
Grounded Theory In Management Research By Karen Locke, Sage Publications, 2001., N Dayasindhu
Grounded Theory In Management Research By Karen Locke, Sage Publications, 2001., N Dayasindhu
IIMB Management Review
No abstract provided.
Handbook Of Organisational Culture And Climate Edited By Neal M Ashkanasy, Celeste P M Wilderom And Mark Peterson, Sage, 2000., Ganesh Jejurikar
Handbook Of Organisational Culture And Climate Edited By Neal M Ashkanasy, Celeste P M Wilderom And Mark Peterson, Sage, 2000., Ganesh Jejurikar
IIMB Management Review
No abstract provided.
Anu Aga : A Culture Of Innovation And Openness, Ganesh N Prabhu
Anu Aga : A Culture Of Innovation And Openness, Ganesh N Prabhu
IIMB Management Review
Anu Aga is the Chairperson of the Thermax Group of Companies, a Rs 780 crore Pune-based energy, environment and chemical major that exports its products worldwide. Thermax is known for its innovation in products, processes and practices, as well as its culture of openness. Anu Aga started her career at Thermax in 1985, in the Human Resources department, and went on to head the function from 1991 to 1996. When she took over as CEO, the company was going through a difficult period. Remarkably, she has managed to see the company through the crisis and put it back on the …
Talking About Organization Science : Debates And Dialogue From Crossroads Edited By Peter J Frost, Arie Y Lewin, And Richard L Daft, Sage Publications, 2000., Abhoy K Ojha
IIMB Management Review
No abstract provided.
Ten Commandments For Organisational Renaissance, Pritam Singh, Asha Bhandarker
Ten Commandments For Organisational Renaissance, Pritam Singh, Asha Bhandarker
IIMB Management Review
With the world on the brink of developments that are transforming the way people transact business, the time is appropriate for reflection on many fundamental issues that Indian organisations have to deal with in the next couple of de-cades. Increasingly, countries in the developed world are acknowledging Indian software talent, the pool of engineering and R&D skills. In fact, a World Bank re-port in the mid-90s predicted that India was poised to become an economic superpower. However, unless sustained, strategic and collective efforts are made, and Indian companies reinvent them-selves to prepare for the new challenges, India will miss out …
Profiting From Multiple Intelligences In The Workplace. By Joyce Martin, Gower, 2001., Vasanthi Srinivasan
Profiting From Multiple Intelligences In The Workplace. By Joyce Martin, Gower, 2001., Vasanthi Srinivasan
IIMB Management Review
No abstract provided.
Building A Knowledge Organisation : Overcoming Individual And Organisational Barriers, Abhoy K Ojha
Building A Knowledge Organisation : Overcoming Individual And Organisational Barriers, Abhoy K Ojha
IIMB Management Review
No abstract provided.
Creating An Organisational Culture For Knowledge Management, Narendra M Agrawal
Creating An Organisational Culture For Knowledge Management, Narendra M Agrawal
IIMB Management Review
No abstract provided.
Knowledge Management : Perspectives From Hindustan Lever, R R Nair, Srinivasa Murty
Knowledge Management : Perspectives From Hindustan Lever, R R Nair, Srinivasa Murty
IIMB Management Review
No abstract provided.
Knowledge Management In Organisations : An Overview, Abhoy Ojha
Knowledge Management In Organisations : An Overview, Abhoy Ojha
IIMB Management Review
Within the last few years, the topic of knowledge management in organisations has generated a lot of interest in the corporate sector. While knowledge has always been important for the success of an organisation, it is only in the last few years that it has received so much attention. The selection of papers in the round table tries to capture the current state of the field with particular emphasis on knowledge management issues in the Indian context.
Recreating The Corporation : A Design Of Organizations For The 21st Century By Russell L Ackoff, New York, Oxford University Press, 1999., Vijay Padaki
IIMB Management Review
No abstract provided.
Leadership And Power : Ethical Exploration, Edited By S K Chakroborty And Pradip Bhattacharya, Oxford University Press, 2001., R C Sekhar
IIMB Management Review
This book is a collection of essays by twenty-nine authors of very varied persuasions and professional backgrounds, nine of whom are on-Indians. Most of them have a common concern for the perverse and unethical use of power. Some of them also see visions of a positive use of leadership and power in the future.
More Than A Motorcycle: The Leadership Journey At Harley-Davidson By Rich Teerlink And Lee Ozley, London: Harvard Business School Press, 2000., Rishikesha T Krishnan
More Than A Motorcycle: The Leadership Journey At Harley-Davidson By Rich Teerlink And Lee Ozley, London: Harvard Business School Press, 2000., Rishikesha T Krishnan
IIMB Management Review
No abstract provided.
When Things Go Wrong: Organizational Failures And Breakdowns Edited By Helmut K Anheier, New Delhi: Sage Publications, 1999., Abhoy K Ojha
When Things Go Wrong: Organizational Failures And Breakdowns Edited By Helmut K Anheier, New Delhi: Sage Publications, 1999., Abhoy K Ojha
IIMB Management Review
No abstract provided.
Fuzzy Areas And Firm Boundaries, Pradeep Banerjee
Fuzzy Areas And Firm Boundaries, Pradeep Banerjee
IIMB Management Review
The manner in which firms function has been studied by academic economists for some time now. Adam Smith, the doyen of economists, incorporated his evaluation of producing units in his Inquiry into the Nature and Causes of Wealth of Nations (1776). The other famous economist, Alfred Marshal also studied the operation of the market and firms that functioned in it. Marshal is credited with having laid down an important part of the methodology of microeconomics, a branch of economics that takes up the study of firms as part of its routine.
Private Sector Banks : Shaping Up, Amol Maheshwari, Shweta Jhajharia
Private Sector Banks : Shaping Up, Amol Maheshwari, Shweta Jhajharia
IIMB Management Review
An important factor influencing the development of private banks was the presence in the early 90s of bothpublic sector banks (PSBs) andforeign banks, with their specificdisadvantages. While thePSBs were often wanting in their quality of service, the activities of foreign banks were (and still are) restricted by the government. Private banks thus cornered the niche where the service-demanding consumer was willing to pay a higher price. By developing a retail focus, they also ensured that their deposit base was firmly established and diversified enough, before they moved on to larger businesses.
The Transformation Of Management By Mike Davidson, New York: Macmillan Press, 1995., Maj Gen V Uberoy
The Transformation Of Management By Mike Davidson, New York: Macmillan Press, 1995., Maj Gen V Uberoy
IIMB Management Review
No abstract provided.
Equilibrium Spells Death : Applying Chaos Theory To Organisations, Saurav Mukherji
Equilibrium Spells Death : Applying Chaos Theory To Organisations, Saurav Mukherji
IIMB Management Review
Organisations have long been viewed as open systems consisting of inter-connected components having multiple levels of interdependencies that work together by exchanging resources within themselves and with the environment. Treating organisations as complex systems, organisational designers tried to match the structural complexity of organisations with a complex
environment and technology. However, in the light of some important discoveries in other fields regarding the nature of complex systems, it may be worthwhile to re-examine some of the basic assumptions made.
Reflections On Leadership, G T Jejurikar
Leadership Games : Experiential Learning For Organizational Development By Stephen S Kaagan, Response Books, 1999, Pp 187, Price: Rs 225 (Paperback)., Vijay Padaki
IIMB Management Review
T here are two ways of looking at this book. We can look at the 25 exercises that the author has described in near manual form or we may look at the experience of the author backing the exercises. Many trainers and consultants seeking additions or replacements to their wellworn (and worn out) repertoire of experiential exercises will welcome the collection. They will no doubt change the titles, modify the layout, and alter the operating details to display them as original creations, but if they benefit from the exercises, as I am sure they will, it will be a major …