Kailash B. L. Srivastava

Association of Personality, Work Values and Socio-cultural Factors with Intrapreneurial Orientation

This study reports on the impact of some personality factors, work values and socio-cultural factors on intrapreneurial orientation. Data were collected from 272 executives working in the manufacturing sector. Correlation and multiple regression statistics were performed to test the strength of association among measures of intrapreneurial orientation, big-five locator personality, eight work-values and four socio-cultural factors. Results showed that neuroticism significantly but negatively, and extraversion, altruism, creativity management and achievement positively predicted intrapreneurial orientation. Socio-cultural factors had significantly interacted with personality factors, but its impact on the association of work values with intrapreneurial orientation remained almost unchanged. The HR professionals can utilise this information in fostering facilitative climates for innovations in their organisations.

Organizational Trust and Organizational Citizenship Behaviour

The present study has explored the relationship between certain organizational-level factors, such as perceived organizational support (POS), procedural justice (PJ) and communication, as determinants of organizational trust (OT) and their impact on organizational citizenship behaviour (OCB). The data were collected from 303 respondents from top, middle and lower managerial levels, belonging to various companies in manufacturing and services sector. Standard scales were used to assess OT and its antecedent and consequent factors. The results showed that antecedent variables did help in enhancing the level of OT. The presence of OT is positively associated with all the dimensions of OCB revealed by the members of the organization. Organizational trust also partially mediated the relationship between the organizational-level factors and OCB. In view of these results, it was suggested that organizations should facilitate the process leading to trust in management, so that employees are better engaged in extra-role behaviour resulting in increased individual and organizational effectiveness.

The Mediating Role of Organizational Learning on the Relationship among Organizational Culture, HRM Practices and Innovativeness

Innovation has been recognized as the primary strategy to attain competitive sustainable advantage. The current dynamic environment has impelled organizations to adopt a new business model based on creativity and innovation. Although the researchers realized the significance of innovation, organizations have to focus on organizational learning to enhance their innovativeness. The present study attempts to study the mediating effect of organizational learning between types of organizational culture and HRM practices, and innovativeness based on research in several disciplines. The study used convenient sampling technique to identify organizations, while the respondents were chosen through random sampling technique from selected organizations. The data were collected from 321 respondents using random sampling and with the help of structured interview schedule. The sample consisted of service and manufacturing sector from both government and private/public organizations. The results show that organizational learning mediates the relationship between clan, adhocracy and market culture, HRM practices and innovativeness. The results imply that to increase learning and innovativeness, organizations have to focus on building a culture that incorporates a sense of competitiveness and market leadership and at the same time, provide employees flexibility, autonomy, opportunities for growth and reward them for their contributions.

Intrapreneurship Orientation and Innovation Championing in Indian Organizations

The study aims to explore the influences of cultural differences within national boundaries on innovative behaviour among employees in Indian organizations. The data were collected from 272 executives using standard questionnaires. The multiple regression analyses were conducted to test the assumptions of association among variables. The analysis of variance (ANOVA) was conducted to find the differences in variables across various locations and regions of India. The self-calculative behaviour and goal-achieving modes of behaviour play positive roles in predicting preferences towards innovation championing strategies and intrapreneurship orientation respectively. The context sensitivity promotes innovative behaviour of people at workplace. The cultural diversity was implicated in the attitude of people. The study focused on cultural diversity within national boundaries to study innovative behaviour of people at the workplace.

Mediating role of organizational learning on the relationship between market orientation and innovativeness

Purpose This paper has three purposes – first, to establish the direction of relationship between market orientation (MO) and organizational learning (OL); second, to assess the effect of MO and OL on organizational innovativeness (OI); and third, to examine the mediating role of OL on the relationship between MO and innovativeness. Design/methodology/approach This research was carried out with a sample size of 321 respondents from Indian private and government/public sector industries, applying structural equation modeling (maximum likelihood estimation technique) using AMOS 16. To check the mediation, the study adopts the method suggested by Baron and Kenny (1986). Findings The study finds that MO acts as an antecedent to OL, and the direct effect of both the variables on innovativeness is positive. The study also exhibits that though OL plays a role of mediator between MO and innovativeness, yet the mediation is partial. However, the study also demonstrates the dominance of OL over MO to improve OI. Research limitations/implications The study is survey-based, where self-reporting bias can occur. The study considers the cross-sectional data only, whereas OL is a dynamic process which constrains the ability to make causal relations. Therefore, to firmly show relationships, the use of longitudinal study is necessary. Moreover, the study mainly includes Indian organizations. The diverse sample from different multi-national companies could lead to a better understanding of the model. Practical implications The study suggests that organizations need an inclination toward market information to improve their innovativeness in changing the business environment. The innovativeness of the organization can be improved further with the introduction of proper organizational learning processes which includes both adaptive and generative learning. The partial mediation of OL suggests that firms have several other ways to improve innovativeness; however, learning offers opportunity to process the external information adequately that can be combined with other resources to enhance innovativeness. Originality/value The study contributes to the literature in three ways. First, it addresses a gap in literature by responding to issues regarding the direction of relationship between MO and OL. It also provides empirical evidence that MO precedes OL. Second, it bridges the gap between MO and innovativeness literature by providing empirical evidence. Third, it also demonstrates the possible mediating role of OL between MO and innovativeness.

Impact of goal setting and team building competencies on effectiveness

This paper examined the relationship of certain specific managerial competencies of goal setting and team building with organizational effectiveness. The specific managerial competencies of goal setting and team building were taken as independent variables, leadership style as a moderating variable, and organizational effectiveness was treated as a dependent measure. The data were collected from 307 executives belonging to banking sector from West Bengal, and analyzed using correlation, multiple regression, and analysis of variance (ANOVA) technique. The results showed that these managerial competencies had significantly predicted organizational effectiveness indicating their positive association with leadership style and organizational effectiveness. It was also found that the leadership style had significantly moderated the relationship between these competencies and organizational effectiveness. The findings have implications for management that they should closely examine their managerial competencies and leadership style to facilitate high performance among managers.

Team-building Competencies, Personal Effectiveness and Job Satisfaction: The Mediating Effect of Transformational Leadership and Technology:

The study examined the relationship of team-building competencies with personal effectiveness and job satisfaction, and the mediating role of leadership and technology. The data were collected from 307 executives using survey instruments from public and private sector banks across hierarchy. The study was carried out in a confirmatory framework to examine the causal linkage among the variables. The results showed a positive relationship between team-building competencies and outcome variables suggesting that team competencies play a vital role in determining the employee effectiveness and satisfaction. Further, the study shows the emergence of leadership style and technology as mediators in enhancing effectiveness and job satisfaction among employees. The study has implications for the management of banking sector that they need to develop team competencies, follow transformational leadership style and make use of latest information technology to facilitate higher bank performance and greater job satisfaction among employees.

Antecedents and consequences of positive emotions in the workplace

This paper examined the relationship of social relations, role characteristics; transformational leadership and group emotions with positive individual emotions, its consequences on job satisfaction, stress, work motivation, individual performance and the mediating effect of positive emotions on the relationship of antecedent and outcome variables. The data were collected from 406 respondents from six organisations across hierarchy. The results suggested that social relations, transformational leadership and group emotions significantly predicted positive emotions, but role conflict and role ambiguity negatively predicted positive emotions. Positive emotions significantly predicted job satisfaction, work motivation and individual performance, but negatively predicted stress. Positive emotions also mediated the relationship between antecedent and outcome variables. The study contributes to the literature by identifying the role of certain individual and group level factors in building positive emotions and its impact on employee performance, motivation and satisfaction. The implications of the study are discussed.