Bindu Gupta

A comparative study of organizational strategy and culture across industry

Purpose – The present study examines the strategy and culture of 32 Indian organizations belonging to seven industry segments namely construction, banking, information technology (IT), pharmaceuticals, power, steel, and telecom. Further it also examines the linkage between the organizations strategy and the culture of the organization.Design/methodology/approach – It has used the typology suggested by Miles and Snow and organizational culture assessment instrument developed by Cameron and Quinn which is based on the competing values framework of Quinn and Rohrbaugh. The Miles and Snow framework suggests four organizational strategies namely, prospector, defender, analyzer and reactor. Organizational culture is categorized into four types: adhocracy, clan, market, and hierarchy.Findings – The findings indicated that there are significant differences in the strategy and culture of organizations belonging to different industry segments. Prospector strategy is most widely used by the telecom industry and lea...

Job involvement, organizational commitment, professional commitment, and team commitment

Purpose – The purpose of this paper is to examine the relationship among job involvement, organizational commitment, team commitment and professional commitment and to explore generational differences for these variables. Design/methodology/approach – It used structured questionnaire survey approach for which data were collected from 477 full-time employees of 13 organizations from diverse sectors in India. Respondents were categorized into four generational cohorts following the classification reported in Robbins et al. (2011). Findings – The findings of the study indicated that professional commitment is negatively related with job involvement, affective organizational commitment, normative organizational commitment, and team commitment. Job involvement, affective and normative organizational commitment, and team commitment were positively correlated. Differences were observed among Generation Y, Generation X, Liberals, and Socialist for job involvement, affective organizational commitment, normative or...

Effect of emotional labour on emotional exhaustion: a study of retail sector in India

Services involving direct interactions with customers require employees to manage how they present their emotions during service encounters. Emotional labour has been posed as the management of emotional displays at work. Several times expressing emotions that one does not feel during service encounters can be stressful for service employees. The ability of the service providers to deal with the inherent stresses and emotional demands of their working environment as they perform emotional labour has an impact on their behaviour. Job demand stressor may lead to emotional exhaustion. The present study examines the impact of emotional labour on emotional exhaustion in retail sector in India. It measures the emotional labour with 19 items scales which include emotional dissonance and emotive effort. The findings of the study indicated that emotional dissonance lead to more emotional exhaustion while the emotive efforts decrease the emotional exhaustion.

The influence of organisational cultural values, reward, time, self-esteem and job security on knowledge sharing intentions among managers

This article examines the impact of self-esteem, perceived job security, availability of time, reward and organisational cultural values on intention to share knowledge in Indian business organisations. It also investigates the impact of intention to share knowledge on knowledge sharing behaviour. Using a sample of employees from private organisations, the article finds support for the hypotheses. The results of regression analysis showed that employees self-esteem and time are significant predictors of knowledge sharing intention. Among organisational values, collaboration, proaction and experimentation values were found to be significantly related to intention to share knowledge. Results also indicated that intention to share knowledge positively contributes to knowledge sharing behaviour. These findings suggest that organisations have to infuse desirable values for knowledge sharing and have to align their practices conducive for knowledge sharing in organisations.

Flexible strategic framework for managing innovation from perspective of continuity and change: A study of SMEs in India

Purpose – This research study identifies the factors influencing innovation and technology management in Indian manufacturing small- and medium -sized enterprises (SMEs) with a focus on the auto-ancillary sector. The study further investigates the impact of types of innovation on business performance. The purpose of this paper is to come up with a flexible strategic framework for managing innovation and technology in SMEs from a perspective of continuity and change. Design/methodology/approach – The data on which this study is based were generated through secondary research using published sources and primary research. The study was done through group discussions with industry experts and personally focused interviews with 88 entrepreneurs from SMEs selected using a structured questionnaire. Findings – The study shows SMEs pursuing more types of innovations display higher performance levels when compared to those pursuing fewer types of innovations. SMEs pursuing more types of innovations are significantl...

Combinative aspects of leadership style and emotional intelligence

– The purpose of this paper is to examine whether the leader’s emotional intelligence influences the leader’s preferences for different ways of combining leadership behaviors (i.e. combinative aspects of leadership style). , – The authors used a hybrid design to collect the data to avoid common-method biases. The authors described a high-stress workplace in a vignette and asked participants to rank four styles of combining a task-oriented leadership (i.e. Pressure) statement and a socio-emotional leadership (i.e. Support) statement. The authors then asked participants to complete a Likert-scale based questionnaire on emotional intelligence. , – The authors found that leaders who prefer to provide Support immediately before Pressure have higher levels of emotional intelligence than do leaders who prefer the three other combinative styles. Leaders who prefer to provide Pressure and Support separately (i.e. provide Pressure 30 minutes after Support) have the lowest levels of emotional intelligence. , – A key implicit assumption in the work is that leaders do not want to evoke negative emotions in followers. The authors did not take into account factors that influence leadership style which participating managers would be likely to encounter on a daily basis such as the relationship with the follower, the follower’s level of performance and work experience, the gender of the leader and the gender of the follower, the hierarchical levels of the leader and follower, and the followers’ preferred combinative style. The nature of the sample and the use of a hypothetical scenario are other limitations of the study. , – Providing leadership behaviors that are regarded as effective is necessary but not enough because the emotional impact of leadership behaviors appears to also depend on how the behaviors are configured. , – This is the first study to show that the emotional intelligence of leaders is related to their preferences for the manner in which they combine task and social leadership statements. Furthermore, two-factor theories of leadership propose that the effects of task and social leadership are additive. However, the findings show that the effects are interactive.

The role of emotional intelligence in employees' organisational citizenship behaviours

Organisational citizenship behaviours (OCBs) have been the topic of much research attempting to understand the antecedents and impacts of these behaviours on organisational effectiveness. This study examines the role of emotional intelligence (EI) on employees involvement in OCBs. Respondents (N = 185) from six organisations completed EI and OCBs questionnaires. The results of this study indicated significant differences between the employees with high and low EI for the involvement in OCBs. Further, employees with high EI were more involved in OCBs such as individual initiative, personal industry and loyal boosterism. There was no significant difference between high and low emotional intelligent employees on interpersonal helping behaviour. Implications and limitations of this study are discussed and avenues of future research are identified.