11 research outputs found
N/A
Get PDFThe file attached to this record is the author's final peer reviewed version.Purpose: A review of the emerging scholarly literature on positive organizational scholarship indicates a need to pursue cognitive, emotional and motivational mechanisms, which translate into positive states and outcomes in organizations. Responding to this, the present paper tests a mediation model linking resilience and organizational citizenship behaviors (OCB) through subjective well-being (SWB) components (i.e. life satisfaction and affect balance) and organizational commitment (OC) components.
Design/methodology/approach: Data were collected from 345 employees working in Indian manufacturing industry. The study employed structural equation modeling using AMOS to conduct bootstrapped mediation analyses.
Findings: Results showed that SWB and OC components mediated the resilience-OCB relationship. Results offered strong support for the role of affect balance (high positive and low negative affect) and affective commitment in mediating the influence of resilience on OCB.
Originality/value: The study not only tested the applicability of resilience in an organizational context to predict coveted positive outcomes, but also identified the underlying mechanism as how psychological resource capacities like resilience contributes to OCBs
Japanese CEOs Cross-Cultural Management of Customer Value Orientation in India
Get PDFThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.The purpose of this paper is to develop understanding of cross-cultural issues relating to the experience and implications of an elite grouping of Japanese CEOs customer value orientations (CVO) within Japanese firms operating in India. The paper underlines that there is a propensity for East-West comparisons and in contrast the argument contributes to the under-examined area of research on East Asian/South Asian comparative studies.
Semi-structured interviews were employed to generate narratives that provided rich and novel insights into the lived experience of Japanese CEOs working in Indian contexts and in relation to CVO. An inductive framework was employed in order to develop a more in-depth understanding of Japanese CEO CVO in Indo-Japanese empirical settings.
The data analysis identified a number of shared themes that influence CVO practice in the Indo-Japanese context. The findings develop an awareness of cross-cultural managementâs (CCM) in relation to the under-explored area of the Indo-Japanese dyad.
The paper develops CCM perspectives towards a more in-depth conceptualization of Japanese CEO perceptions on CVO practice in India. This is also of potential relevance to wider foreign investors not only Japanese businesses. The sample respondents â Japanese CEOS working in India - constitute a small and elite group. The lead author, having experience as a CEO of a Japanese firm was able to use convenience sampling to access this difficult to access group. In addition, also stemming from the convenience aspect, all the respondents were in the manufacturing sector. The study was deliberately targeted and narrowly focused for this reason and does not claim automatic wide generalizability to other employee strata or industry however other sectors and employees may recognize resonance. This identified gap provides space for future studies in varying regional, national and sector contexts.
The paper identifies implications for CCM training and Indo-Japanese business organization design.
The cross-cultural study is original in that it contributes to CCM literature by providing a rare Indo-Japanese (sic East Asian: South Asian) comparative study. It provides an uncommon granular appreciation of the interaction of these cultures in relation to CVO. In addition it secures rare data from an elite Japanese CEOs of manufacturing sector businesses
A Consideration of the Dimensions of Servant Leadership in Inter-cultural Contexts: A Focal Case Study of a UK Executive in Japan
No full textA range of emergent studies have explored the idea of a renewed human-centered society, termed âSociety 5.0â, and the role therein, of servant leadership. In this regard, in East Asian cultural contexts, existing scholarship does not yet provide sufficient theoretical and practical guidance for intercultural contexts, such as, for example, when a predominantly individualistic UK business culture interacts with generally collectivist Japanese culture. This is an important gap because if Society 5.0 is to be realized then a more in-depth intercultural contextual appreciation and understanding are required.
The study examines the UK/Japan setting and adopts a social constructivist epistemology and case study approach to illustrate dimensions of servant leadership (DSLs) manifesting in the lived experience of a United Kingdom business leader in Japan. Connections to business leader training are drawn and the importance of intercultural dyad specificity is highlighted.
The study is also important because recent widespread exposure of various global corporate scandals creates a view that many business leaders care only for themselves or organizational profits, especially in individualistic-orientated societies. This original case study research herein commences the process of developing detailed and focal studies on underpinning drivers and raises hope that ethical behavior, as comprised in the DSLs, can potentially manifest in an individualistic UK/collectivist Japan intercultural dyad context.
Keywords: Society 5.0, Servant leadership, United Kingdom, Japan, Cross-cultural management; inter-cultural leadership; international business, case study
Japanese self-initiated expatriatesâ adjustment to Indian assignments: the role of traditional values
No full textThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.The purpose of the study was to enhance understanding of how self-initiated expatriates (SIE) adjust to new cultural contexts in the under-explored Indo-Japanese inter-Asian context. A literature review identified that Asian focal case studies are under-developed, especially regarding the important interactions between major advanced Asian economy and emerging Asian economy settings. Therefore, the study developed an illustrative case of advanced economy Japanese SIE managers lived experience in Indian emerging economy cross-cultural management situations. Deploying a social constructivist epistemology using interpretive analysis, the current study found clear evidence of an interplay of hitherto under-recognized common Indo-Japanese spiritual values with roots in Buddhism surfacing in the Japanese SIEâs adjustment. The paper offers important insights to complement extant theory on the individual-level factors influencing SIE adjustment in an inter-Asian context. The study contributes to international human resource management literature by surfacing contextualized understanding of the role of traditional spiritual values in SIE adjustment
Change Management in Indo-Japanese Cross-Cultural Collaborative Contexts: Parallels between Traditional Indian Philosophy and Contemporary Japanese Management
No full textThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.Abstract
Purpose: Within the globalised commercial context, Japanese business activity in India has increased significantly. The purpose of this research paper is to highlight common attitudinal traits that would facilitate orientation of Indian executives towards Japanese management methods through, for instance, âreverse adaptationâ using an approach other than cultural dimensions that have emerged in recent decades and consider how these play out in change management contexts.
Design, Methodology/Approach: A literature review was undertaken and found significant parallels between traditional Indian philosophy and modern Japanese management methods, inter alia long-term orientation, equanimity and nemawashi (pre-arranged participative decision making) and shared spiritual dimensions. The paper employed a methodology of participant observation and semi-structured interview approaches contextualised through lived experience methodology (Van Manen, 2015). These events are described and analysed narratively using a blend of qualitative participant observation and reflexive critical incident review.
Findings: The findings, by examining the confluence of Indian and Japanese management, provide an innovative avenue of research and theory for change management.
Research Limitations/Implications: The research employs an inductive methodology which employs vignettes to examine Indo-Japanese contexts. The limits to generalisation are recognised within the study. The paper offers important implications on Indo-Japanese collaboration and change management.
Practical Implications: These findings have important practical implications for Indian and Japanese managers who will be able to engage better within the dynamics of the Japanese work environment in Japanese subsidiaries in India. These same insights could also potentially facilitate wider examples of working in Japanese environments, either in Japan or outside Japan. At a more general level, the findings are relevant to all foreign investors in India for enhanced employee engagement by providing insights into spiritual values of Indian managers and their impact on change management situations.
Social Implications: There is emerging research on how traditional Indian philosophy tenets can be found in modern (Western) management. This paper provides reasons, based in extant literature, to believe that modern Japanese methods can trace their origin in Buddhist Indian philosophical thought and offer important implications for managing change.
Originality/Value: The paper offers in-depth original insights into Indo-Japanese collaborative contexts
Examining an integrative model of resilience, subjective well-being and commitment as predictors of organizational citizenship behaviours
No full textAn Elite Perspective on Interviewing Entrepreneurs â Methodological Considerations for the Entrepreneurship Field
No full textAbstract
Purpose:
Elite interviewing is a well-established area of interview research methods. Nevertheless, the
actual casting of an âeliteâ has been generally conducted in a prima facie or broad manner. A
consideration of entrepreneurs and owner-managers as âelitesâ has been less profiled and
received less attention, therefore the paper views them as constituting a form of âlocal eliteâ
within given and varying sectorial, regional and community boundaries. We argue that a
consideration of entrepreneurs as âlocal elitesâ and transferring knowledge from an elite
interviewing perspective may strongly support scholarly research in the entrepreneurship field.
Design/methodology/approach
The study conducts a comprehensive narrative literature review of elite interviewing literature
and transfers key methodological insights to the entrepreneurship field. The methodological
contribution based on literature is complemented by experiences and observations from an
extensive inductive interview study with over 30 entrepreneurs of German manufacturing Small
and Medium-sized Entities (SMEs) and are used to reflect on, and refine, interview research
approaches with entrepreneurs.
Findings:
The reflections and discussions in this paper provide valuable insights for other researchers
conducting research in entrepreneurship domains regarding the power dynamics of negotiating
access, procedural issues of interviews and thereby enhancing the quality of data.
Originality:
The contribution to knowledge is mainly of a methodological nature. While the paper takes a
novel act of recasting elite interviewing in the SME and entrepreneurship context, it
methodologically contributes to the entrepreneurship and elite interview literature thereby
facilitating higher quality interviews.
Keywords: Elites, Entrepreneurs, Owner-Managers, SMEs, Interviews, Qualitative Researc
The expression of compassion in leadership in intercultural organizational situations : The case of Japanese leaders in India
Get PDFIn this paper, we examine the role played by compassion in leadership in intercultural situations. Focusing on the growing and important economic context of IndoâJapanese business, we develop a model that identifies contingent factors that affect Japanese leaders' expressions of compassion in intercultural organizational contexts. We engage with the spiritual capital construct and analyse leaders' lived experiences leading to a novel extension of the wellâestablished Nested Spheres Model of Culture. By adopting an inductivist and social constructivist approach, semistructured interviews with Japanese business leaders operating in India are employed to generate data. The empirical data show how changes in time and place cause deeply embedded cultural values (such as compassion) to surface and become more explicit in leadership. The study also underlines the need to explore the wider spatial, temporal, and economic contingencies that affect both the dynamics of compassion in âinterculturalâ business situations and spiritual leadership in intercultural contexts
The expression of compassion in leadership in intercultural organizational situations: the case of Japanese leaders in India
No full textIn this paper, we examine the role played by compassion in leadership in intercultural situations. Using the example of the growing and important economic context of Indo-Japanese business, we develop a model that identifies and illustrates the various contingent factors (spatial and temporal) that affect leadersâ expressions of compassion in intercultural organizational contexts. The model explores and situates spiritual capital/leadership lived experiences in combination with a novel treatment of the established conceptual framework of the Nested Spheres Model of Culture (NSMC). The paper then exemplifies these dynamics by considering expatriate Japanese leaders behaviour towards their Indian affiliate organizations. The paper adopts an inductive and social constructivist approach. The research employed semi-structured elite interviews (â given the respondent CEO nature and challenging access issues) (n=16). These generated narrative vignettes with were subjected to thematic analysis. In the empirical part of the study, we examine the focal case of how Japanese expatriate managers exhibit compassion in the India context. The empirical data show how changes in time and place (i.e., expatriation to India) cause deeply embedded cultural values (such as compassion) to surface and become more explicit in leadership (i.e. it draws out specific lessons relating to for Japanese business leaders in Indian cross-cultural management situations). Thus, overall, the study provides empirical evidence demonstrating how international business leadersâ spiritual capital may adjustâin the present studyâs case, through transformed compassionâspecifically within intercultural contexts. The 1study points at and underlines the need to explore the wider spatial, temporal, and economic contingencies that affect both the dynamics of compassion in âinterculturalâ business situations and spiritual leadership in intercultural context
The expression of compassion in leadership in inter-cultural organisational situations: the case of Japanese leaders in India
No full textIn this paper, we examine the role played by compassion in leadership in intercultural situations. Focusing on the growing and important economic context of Indo-Japanese business, we develop a model that identifies contingent factors that affect Japanese leadersâ expressions of compassion in intercultural organizational contexts. We engage with the spiritual capital construct and analyse leadersâ lived experiences leading to a novel extension of the well-established Nested Spheres Model of Culture. By adopting an inductivist and social constructivist approach, semi-structured interviews with Japanese business leaders operating in India are employed to generate data. The empirical data show how changes in time and place cause deeply embedded cultural values (such as compassion) to surface and become more explicit in leadership. The study also underlines the need to explore the wider spatial, temporal, and economic contingencies that affect both the dynamics of compassion in âinterculturalâ business situations and spiritual leadership in intercultural contexts
