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Human Relations | 2005

Commitment, flexibility and the choice of employment contracts

Subodh P. Kulkarni; Nagarajan Ramamoorthy

The study of the factors influencing a firm’s choice of employment contract occupies a critical role in the strategic human resource management literature. However, existing research does not adequately address an important question in an uncertain environment: Can a firm balance the apparently conflicting considerations of ‘commitment’ and ‘flexibility’, underlying employment contracts? By integrating research on transaction cost economics and the resource-based view, we propose that a firm may avoid the tradeoff between commitment and flexibility by differentiating between two types of human asset specificity: ‘firm specificity’ and ‘usage specificity’. The interplay between the two types of human asset specificity and their value-creation potential has fundamentally different implications for a firm’s choice of employment contract. By distinguishing between behavioral and competitive uncertainties, we propose that different types of uncertainties may influence levels of commitment and flexibility, and ultimately the choice of employment contract. Implications for research and practice are discussed.


Current Issues of Business and Law | 2010

Dimensions of individualism-collectivism: a comparative study of five cultures@@@Individualizmo-kolektyvizmo dimensijos: penkių kultūrų lyginamoji analizė

Subodh P. Kulkarni; Tim Hudson; Nagarajan Ramamoorthy; Angel Marchev; Petia Georgieva-Kondakova; Vladimir Gorskov

Abstract The present study examined cultural differences on seven dimensions of individualism – collectivism orientations in Bulgaria, India, Ireland, Israel and the United States. These cultures did not differ on the individualism – collectivism dimensions of emphasis on in-dividual welfare and self-reliance. Differences exist on the dimensions of competitiveness, solitary work preference, supremacy of individual interests and supremacy of individual go-als, and lack of sacrifice for the group. Results showed that Irish and American cultures were somewhat similar and Indian and Bulgarian cultures were somewhat similar with Israelis exhibiting higher individualistic tendencies. Therefore, multi-national organizations may find it difficult to transplant their home country managerial practices (e.g., reward systems, performance appraisal systems, and team-based job design) in a foreign country subsidiary having a different cultural orientation. Results also indicated that similarities exist suggesti-ng that cultural values may be converging to some extent due to globalization.


International Journal of Human Resource Management | 2011

Leader–member exchange, subordinate stewardship, and hierarchical governance

Subodh P. Kulkarni; Nagarajan Ramamoorthy

In this article, by integrating the institutional theory, leader–member exchange (LMX) theory, and stewardship theory, we propose a model of subordinate stewardship behaviors in organizational hierarchies and the resultant hierarchical governance structures. First, we develop propositions suggesting that the quality of LMX (supervisor–subordinate) is determined by three antecedents: leader characteristics, subordinate characteristics, and internal organizational context. The quality of LMX, in turn, affects the subordinate stewardship behaviors. Second, by integrating institutional theory and stewardship theory, we propose that the interaction between isomorphic pressures and the level of subordinate stewardship behaviors may result in four distinct types of hierarchical governance structures: isomorphic stewardship, isomorphic controls, firm-specific controls, and firm-specific stewardship. These governance mechanisms reflect the internal drive toward subordinate stewardship, while complying with the external norms of isomorphism. Thus, different types of governance structures may exist between and within firms. Implications of this model are discussed here.


Organization Studies | 2017

The Psychological Foundations of Supervisor–Subordinate Information Asymmetry

Subodh P. Kulkarni; Nagarajan Ramamoorthy

Information asymmetry in an employment relationship is much researched in the organization studies literature because of its consequences for employment contracts, compensation, and rent appropriation by the involved parties. However, its psychological antecedents have not been adequately addressed so far. We conceptually investigate the psychological drivers of supervisor–subordinate information asymmetry by primarily invoking social exchange theory. Whereas agency theory examines how information distribution is driven by self-interest seeking, social exchange theory emphasizes how individuals may be motivated to fulfill social obligations and not by exclusive self-interest seeking. This paper advances several propositions regarding the influence of a subordinate’s and supervisor’s psychological variables, such as relational identification, disposition for relational trust, assumed similarity, and the shaping techniques used by a supervisor on information asymmetry. In doing so, it highlights the underlying social exchange (social attraction and reciprocity), and the cognitive, affective, and behavioral processes. The influence of the psychological variables on information asymmetry may be moderated by contextual factors, such as interactional justice climate in teams, agency costs, and the type of employment relationship.


Archive | 2012

Role of Organizational Justice Perceptions in India and Ireland: An Empirical Examination

Nagarajan Ramamoorthy; Patrick Flood; Sarah MacCurtain; Amit Gupta; Subodh P. Kulkarni

Research indicates that due process and equitable reward distributions may be more appropriate in influencing attitudes in individualistic rather than collectivistic cultures. Hence, we examined the effects of perceptions of due process in performance appraisal and equity in reward systems on employee commitment and tenure intent among collectivist Indian and individualistic Irish employees. The results indicated that both procedural and distributive justice perceptions predicted affective commitment, normative commitment, and tenure intent among Irish employees. However, in the Indian sample, procedural justice perceptions predicted affective commitment and tenure intent but distributive justice perceptions did not predict these outcomes; also distributive justice perceptions predicted normative commitment but procedural justice perceptions did not. Implications for global businesses are discussed.


Journal of International Management | 2007

Individualism–collectivism orientation and employee attitudes: A comparison of employees from the high-technology sector in India and Ireland

Nagarajan Ramamoorthy; Subodh P. Kulkarni; Amit Gupta; Patrick Flood


Journal of Supply Chain Management | 2001

The Use of Intermediate Sourcing Strategies

Kirk C. Heriot; Subodh P. Kulkarni


Archive | 2010

Dimensions of individualism-collectivism: a comparative study of five cultures

Subodh P. Kulkarni; Tim Hudson; Nagarajan Ramamoorthy; Angel Marchev; Petia Georgieva-Kondakova; Vladimir Gorskov


Business Ethics: A European Review | 2014

Intra‐firm transfer of best practices in moral reasoning: a conceptual framework

Subodh P. Kulkarni; Nagarajan Ramamoorthy


The Journal of High Technology Management Research | 2014

Individualism–collectivism and tenure intent among knowledge workers in India and Bulgaria: Moderating effects of equity perceptions and task interdependence

Nagarajan Ramamoorthy; Patrick Flood; Subodh P. Kulkarni; Amit Gupta

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Amit Gupta

Indian Institute of Management Ahmedabad

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Nagarajan Ramamoorthy

University of Houston–Victoria

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