Indian Management Research Articles

Berrylush: scaling for growth

Learning outcomes Working through the case and the questions that follow will allow students to evaluate: critically assess the effectiveness and feasibility of Berrylush’s business model through the lens of the Business Model Canvas; understand: explain the strategies used by the organisation to gain and sustain a competitive advantage; apply: use the principles of judo strategy to develop tactics for competing effectively against well-established brands; analyse: examine how environmental changes affect the organisation; and create: formulate a growth strategy for Berrylush. Case overview/synopsis Two young MBA graduates from a top Indian management institution dreamed of running a large-scale business, providing women all over India with high-quality western clothing. In 2017, Berrylush was born with an initial business model where they designed and manufactured all their products in-house. While at one point, their maximum production capacity was only 900 units a month, within a handful of years, the brand saw its highest selling week of 2022 with sales of over 50,000 orders on India’s largest apparel and fashion website. Co-founder Alok Paul is spearheading the company’s channel expansion, taking it from only direct-to-consumer online sales to offline sales, creating an omnichannel experience for shoppers. Complexity academic level The case can be used for an undergraduate or MBA program teaching a strategic management course after the fundamentals of strategic management have been taught but before strategy execution and implementation have been discussed. Supplementary material Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Innovative Leadership and Sustainable Development: Exploring Resource‐Efficient Strategies Among Indian Managers

Innovative Leadership and Sustainable Development: Exploring Resource‐Efficient Strategies Among Indian Managers

Doing research on indigenous Indian management: a conversation with Prof. Rajen K. Gupta

Doing research on indigenous Indian management: a conversation with Prof. Rajen K. Gupta

Prisma Model-Driven Systematic Literature Review on the Effectiveness of Organisational Cultural Intelligence and Communication for Global Leadership Readiness

Cultural intelligence and its associations with leadership (Earley & Ang, 2003, Cultural Intelligence: Individual Interactions Across Cultures, Stanford University Press, pp. 1–4) have been learned in developed countries. The occurrence, though, has not been widely learned in Indian organisations functioning in the worldwide setting. There is a shortage of analyses on cultural and communication challenges faced by Indian managers working in a multicultural setting. This reading examines the four major constructs: cultural intelligence, communication effectiveness, global leadership readiness and organisational effectiveness. The interface of the three constructs have also been discussed along with the frameworks. Studies published between 2010 and 2021 were identified from a systematic search of the PubMed, ResearchGate, ScienceDirect, Semantic Scholar, Scopus and Web of Science databases using the keywords ‘cultural intelligence’, ‘global leadership’, ‘business communication’ and ‘organisational effectiveness’. A total of 13 eligible studies were identified from 332 potentially relevant articles. The findings of the study were organised under four construct areas as mentioned in the objective. More research is needed in this area to gain knowledge so that global managers can work efficiently to achieve organisational effectiveness.

Achieving sustainable development goals for mental health and gender equality through work-life balance and emotional intelligence

Purpose The purpose of this study is to investigate the relationship between work-life balance and the mental health of Indian managers and to explore the moderating role of emotional intelligence (EI) and gender. Design/methodology/approach Work-life balance scale (Hayman 2005), Mental Health Inventory (Viet and Ware, 1983) and EI scale (Wong and Law, 2002) were administered to 202 (102 males and 100 females) Indian managers. Based on the Conservation of Resource theory, a theoretical model has been designed and hypotheses were tested by descriptive, correlation and moderation analysis. Findings The results of this study indicated that work-life balance is positively correlated with psychological well-being and mental health, while negatively correlated with the psychological distress of managers. EI has emerged as a potential moderator that positively influences the relationship between work-life balance and the mental health of managers. At the same time, gender did not show any moderating effect. Research limitations/implications This research has theoretical, practical as well as social implications. Practical implications This study is aligned with SDG 3 and SDG 5 of the UN Sustainable Development Goals 2023. This paper provides valuable inputs in promoting mental health at the workplace and formulating gender-neutral work-life balance policies and programs in Indian organizations. Social implications This study is aligned with SDG 3 (Health and well-being) and SDG 5 (Gender equality) of the UN Sustainable Development Goals 2023. Originality/value This study is an empirical research paper backed by a sound theoretical framework, which addresses the work-life balance and mental health issues of managers and highlights the positive role of EI in managing their personal and professional lives in a low gender-egalitarian Indian work–family culture.

Factors impacting online shopping in India: an empirical approach to extending UTAUT2 with the digital payment mode and attitudes toward technology

PurposeIn keeping with global developments rendering online shopping as an emerging trend among consumers, the present study extends the unified theory of use and acceptance of technology (UTAUT2) comprising the digital payment mode (DPM) as a new driver of online shopping and with the mediation of attitudes toward technology (ATTs) to gauge a better and deeper understanding of behavioral intention (BI).Design/methodology/approachThis study used a survey instrument with snowball sampling from 600 consumers in northern India. Partial least squares structural equation modeling was used to find the association between drivers using UTUAT2, along with DPM and ATTs. The data were divided into a test group (20%) and validated through a training group (80%).FindingsDPM was shown to be directly associated with BI. The mediation of ATTs was also validated through the model. The predictability of the model was 67.5% for the test group (20%) and 69.6% for the training group (80%). The results also indicated that facilitating conditions is a critical driver of BI.Originality/valueThis study enhances the understanding of the roles that DPM and ATTs play in BI during online shopping, suggesting that Indian managers need to adopt DPM as a support service to make online shopping a worthwhile experience.

From Campus to Crisis: Psychological Effect of the COVID-19 Pandemic on Indian Management Students.

The COVID-19 pandemic has adversely affected students pursuing higher education, but limited studies highlight student's psychological experiences, especially from Western India. The present study aimed to understand psychological experiences, coping behaviors, and the perceived role of tele-counseling services among final-year students of Masters of Business Administration from leading business schools (B-schools) in Western India. A qualitative research design was adopted for the study. A semi-structured interview guide was utilized to conduct in-depth interviews with 35 students. Students were reached via personal networks and social media, and data was gathered after the second wave of the COVID-19 pandemic. A thematic analysis technique was employed to analyze the data. The findings showed that management students had upsetting psychological experiences. Key stressors that emerged in the study were job concerns, lifestyle changes, concerns about their own and parents' health and safety, uncertainty about the future, and social isolation. They expressed the need for mental health help; however, they were reluctant to utilize tele-counseling services. The authors present an integrated psychological well-being model for promoting positive mental health among students in higher education institutions. The study explains the psychological toll on management students. Enhancing mental health literacy through awareness sessions and other innovative means would be critical to addressing myths around mental health and mental healthcare-seeking behavior in higher education institutions. An integrated approach to promoting positive mental health and well-being is needed.

Delving into educators’ perspectives on ChatGPT in management education: a qualitative exploration

PurposeThis study aims to delve into the perspectives of educators on integrating ChatGPT, an AI language model into management education. In the current research, educators were asked to talk as widely as possible about the perceived benefits, limitations of ChatGPT in management education and strategies to improve ChatGPT for management education. Also, shedding light on what motivates or inhibits them to use ChatGPT in management education in the Indian context.Design/methodology/approachInterpretative phenomenological analysis commonly uses purposive sampling. In this research, the purpose is to delve into educators’ perspectives on ChatGPT in management education. The data was collected from the universities offering management education in Uttarakhand, India. The final sample size for the study was constrained to 57 educators, reflecting the point of theoretical saturation in data collection.FindingsThe present study involved educators discussing the various advantages of using ChatGPT in the context of management education. When educators were interviewed, their responses were categorized into nine distinct sub-themes related to the benefits of ChatGPT in management education. Similarly, when educators were asked to provide their insights on the limitations of using ChatGPT in management education, their responses were grouped into six sub-themes that emerged during the interviews. Furthermore, in the process of interviewing educators about potential strategies to enhance ChatGPT for management education, their feedback was organized into seven sub-themes, reflecting the various approaches suggested by the educators.Research limitations/implicationsIn the qualitative study, perceptions and experiences of educators at a certain period are captured. It would be necessary to conduct longitudinal research to comprehend how perceptions and experiences might change over time. The study’s exclusive focus on management education may not adequately reflect the experiences and viewpoints of educators in another discipline. The findings may not be generalizable and applicable to other educational disciplines.Practical implicationsThe research has helped in identifying the strengths and limitations of ChatGPT as perceived by educators for management education. Understanding educators’ perceptions and experiences with ChatGPT provided valuable insight into how the tool is being used in real-world educational settings. These insights can guide higher education institutions, policymakers and ChatGPT service providers in refining and improving the ChatGPT tool to better align with the specific needs of management educators.Originality/valueAmid the rising interest in ChatGPT’s educational applications, a research gap exists in exploring educators’ perspectives on AI tools like ChatGPT. While some studies have addressed its role in fields like medical, engineering, legal education and natural sciences, the context of management education remains underexplored. This study focuses on educators’ experiences with ChatGPT in transforming management education, aiming to reveal its benefits, limitations and factors influencing adoption. As research in this area is limited, educators’ insights can guide higher education institutions, ChatGPT providers and policymakers in effectively implementing ChatGPT in Indian management education.

Still waters run deep: differences in employee empowerment between public and private sector firms in India

The different structural contexts of public and private sector firms frame the specific organizational work environment. However, public-private comparative studies have been unable to isolate how these differences influence aspects of organizational work, such as employee empowerment, with similarities and differences among key constructs. We develop a contingency view of employee empowerment, theoretically arguing and empirically demonstrating how authentic leadership with different levels of organizational politics influences employee empowerment in different contextual settings, namely public vs. private sector firms. We present evidence of a three-way interaction. We surveyed 173 senior Indian managers working in public and private sectors to measure their perceptions of empowerment, authentic leadership, and organizational politics. Employing ordinary least-square regression, we tested for simple and complex interactions. We found that authentic leadership had interactive effects on how organizational politics and public-private differences impact empowerment. The differences in the effect of authentic leadership on employee empowerment between public and private firms became more, with an increase in organizational politics.

Investigating the Effect of Cultural Diversity Management and Employee Engagement on Work Performances: Mediating Role of Cross-Cultural Leadership

Sampoerna Academy Medan is one of the international schools that contributes to the number of foreign workers (expatriates). Cultural diversity at Sampoerna Academy Medan becomes an opportunity and challenge for this organization to achieve optimal employee performance. This study has identified and classified three large categories, namely a mismatch in cultural diversity management leading to a high level of staff and leader turnover, employee disengagement in optimizing their performance, and the phenomenon of self-adjustment to changes in leaders in three consecutive years. This study uses the transformational leadership theory, cross-cultural leadership styles, cultural diversity management, and employee engagement concepts. This study applies triangulation through in-depth interviews, observation, and with employees at Sampoerna Academy Medan. By using qualitative methods and involving 12 respondents consisting of one local manager, one Filipino manager, one Indian manager, two local staff, two Indian staff, 2 Philippine staff, 1 Malaysian staff, 1 Chinese staff, and 1 England staff. The study found several short-term and long-term recommendations that can support performance optimization at Sampoerna Academy Medan, Indonesia.

Research in Indian management: prospects and challenges

Research in Indian management: prospects and challenges

Indigenous Indian management

Indigenous Indian management

Indigenous Indian management (IIM): constructs, models, theories, and methodologies

Indigenous Indian management (IIM): constructs, models, theories, and methodologies

Embedding Technology Interface and Digital Payment Drivers in the Unified Theory of Acceptance and Use of Technology 2 Model: Transforming Behavioral Intention to Sustained Intention

Purpose: The present study was undertaken with the purpose of embedding Technology Interface drivers and Digital Payment drivers as additional drivers in the Unified Theory of Acceptance and Use of Technology (UTAUT2) to examine their influence on the Behavioral Intention of online shoppers. Technology Interface drivers include chatbots (CBs) and virtual try-on (VTO) technology. Further, this study also links Behavioral Intention with Sustained Intention to analyze whether it translates into repeated online buying. Research Methods: The study is based on a survey instrument using snowball sampling with data collected from 600 consumers from northern India. The study uses PLS-SEM for gauging the association of UTAUT2 drivers, Technology Interface drivers, and Digital Payment drivers with Behavioral Intention. Findings/Results: The results show a positive and significant association with Behavioral Intention of Technology Interface drivers and Digital Payment drivers as additional drivers to UTAUT2 drivers. UTAUT2 drivers had the highest impact (β: 0.465), followed by Digital Payment and Technology Interface drivers (β: 0.263 and β: 0.211). Further examination suggests a positive impact of Behavioral Intention on Sustained Intention (β: 0.868). The outcomes reflect that the model explained 69.5% of the variation in Behavioral Intention and 75.4% of the variation in Sustained Intention. Implications: The study suggests that Indian managers need to adopt DPM as a support service to make online shopping a worthwhile experience. Technology Interface drivers have a comparatively lower coefficient, indicating that in India, they are yet to reach the optimum level for consumers to adopt them fully. Efforts to transform Behavioral Intention into repeated online buying or Sustained Intention may go a long way in building a strong, committed community of online sellers to assist in enhancing customer experience.

Teachings from Indian Management: The Spirit of Selfless Service

Increasingly , a need has emerged to justify the relevance of Indian Management in today’s organisational context and the search toexplore how the Indian shastras , containing the universal and spiritual values of mankind , can help in creating the value based Managersand enlightened leaders who can shape the environment, systems and organisations, where people can work together in joy, offering theirbest for the good of the society , not in competition and tension but in the spirit of camaraderie and bonhomie. The author has clearly triedto bring out that according to Indian Management the concept of work does not merely revolve around meeting our basic needs (food,clothing and shelter) but also it is our opportunity to grow towards infinite perfection and joy. Through attending various conferences andseminars, the author is of the conviction that Indian Shastras have a lot to contribute for managerial processes like Human ResourceManagement, Leadership, productivity, motivation, self -development, organisational effectiveness, corporate governance etc. Theauthor is of the opinion that understanding the Indian behaviour and ethos will help us to come out with an approach and right kind ofManagement style to create harmony and industrial peace. Through this research paper the author has tried to establish relevance ofIndian Management and tried to explain how the work ideals can be applied and have been successfully applied for improved individualproductivity and organisational effectiveness. The author feels privileged to present this bouquet of universal values and ideals to thepractising modern Managers and industry leaders, marked with a a flavour of Indian Wisdom so that in and through excellence in ourwork , we may develop and grow and achieve the penultimate goal of our personal and professional life.Design/methodology/approach: Based on literature review and the contemporary work done the most critical need today in businessleadership is a new kind of leader: authentic leader- and the Indian Management approach can serve as a platform in evaluating theleadership traits and competencies. The efforts involved in evolving and implementing the Indian Management strategies are outlinedthat can be used in developing and inculcating a new culture for leader development and leadership readiness.Findings: The Indian Management approach can pave a new pathway to the corporate culture and is depicted as a means for gauging andevaluating the existing leadership pipeline in an organisation revolving around the scope of this work.Practical implications: Indian Management concepts can help organisations achieve the mission critical goals- helping its leaders tosustain and succeed in uncertain business environment leveraging through the organisational competencies – unleashing the unlimitedpotential.Originality/value: An original piece of work, this research paper can be of immense value not only for the academicians but also for theHR and Talent Development professionals, more in terms of identifying, nurturing and developing vibrant business leaders and thinkersof tomorrow.Keywords: Indian Management, Ethos, Spirituality, Managerial Effectiveness, Models, Systems

Technology and Innovation in Indian Management: Current Landscape and Future Prospects

Technology and Innovation in Indian Management: Current Landscape and Future Prospects

Making Swadeshi Managers: The Antecedents of Professional Management Education in India, 1860s–1950s

The history of Indian management education is overwhelmingly focused on the period from the 1950s and 1960s onward. This article traces the hitherto underexplored history of how, from the 1860s until the 1950s, Indians thought about and implemented education and training for managers. In particular, it demonstrates how Indian nationalist politicians articulated the nation-building utility of managers and managerial training, and how business education became yoked to nationalists’ broader visions of India’s economic regeneration. Beginning in the early twentieth century, Indian nationalists championed commercial education, advocating its evolution out of its vocational roots into something more scientific and specialized for producing skilled indigenous managers. The precise evolution of Indian commercial education exercised long-term influences on postcolonial management programs. First, Indians established a tradition of surveying the latest pedagogical methods and institutional models from around the world and adapting them to Indian conditions. Second, Indian advocates of commercial education carved out an important role for the state, working on commercial education endeavors with British officials in the colonial era and, later on, placing management education within the ambit of centralized state planning. Management had a fundamentally political valence in India. For this reason, commercial and management education programs in India, unlike in the West, largely avoided questions about their legitimacy.

Cultural intelligence as mediator of adversity quotient and occupational stress of Indian managers

Cultural intelligence as mediator of adversity quotient and occupational stress of Indian managers

Cultural intelligence as mediator of adversity quotient and occupational stress of Indian managers

Cultural intelligence as mediator of adversity quotient and occupational stress of Indian managers

Basic human values of Indian management professionals: a demographic profile

Basic human values of Indian management professionals: a demographic profile