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Purpose This paper aims to examine the technology acceptance model’s applicability in understanding employees’ acceptance of online platforms for knowledge sharing in organisations. Specifically, this research explores gender differences in using online platforms for sharing knowledge at the workplace in an emerging market context and the role of individuals’ motivation in online platform usage in organisations. Design/methodology/approach A web-based survey was conducted in Vietnam with 290 responses from employees in the banking and insurance industries. Findings Both intrinsic and extrinsic motivations influenced the perceived ease of use, perceived usefulness and online platform usage for knowledge sharing. The results also confirm a significant influence of perceived ease of use directly on knowledge sharing behaviour using online platforms and indirectly via perceived usefulness. Regarding gender differences, perceived ease of use was more salient in women, while men considered perceived usefulness to a greater extent. Research limitations/implications This study provides a complete picture of gender, motivation and technology used for knowledge sharing in organisational settings. Originality/value This research has provided additional insight into the importance of gender and motivation in technology acceptance. By doing this, this study helps organisations capture the potential of valuable human resources for their competitiveness.

This paper analyzes the role of innovation in cross-border business-to-business (B2B) relationships within the born-global information technology (IT) industry to unmask the assertion that some nations, such as India, are simply ‘less innovative’ than others. We reveal a dark side in B2B relationships that masks, claims and prevents innovation. The dark side in innovation in the Indian IT industry is often manifested via three mechanisms of power; namely, a) masking the true ownership of innovation, b) preventing innovation by dominant organizational structures in multinational enterprises (MNEs), and c) finally, the institutionalization of these practices in MNEs. We show when and how the dark side effects in (dis-) innovation are institutionalized in the business system itself through neo-colonial influences and trace power imbalances across multiple interfaces, such as headquarters – subsidiary or service provider – client. We discuss the theoretical contributions and managerial implications of our findings.

Purpose This paper aims to draw upon social cognitive theory to develop a conceptual framework of four types of factors: individual, social, organisational and cultural that influence an individual’s knowledge sharing behaviour. Design/methodology/approach Data from 298 employees in Myanmar’s banking industry were analysed using the structural equation modelling (SEM) approach. Findings The results reveal that an individual’s absorptive capacity, trust and social interaction significantly impact knowledge-sharing behaviour. Additionally, the study found the moderating influence of knowledge sharing opportunity and collectivism in examining the impact of absorptive capacity, trust and social interaction on knowledge sharing behaviour. Research limitations/implications Future research may consider other dimensions of cultural dimensions, and extending the model by adding outcomes of knowledge sharing behaviour such as innovation or productivity could also be considered. Practical implications Organisations need to consider absorptive capacity in the recruitment process, increase trust and social interaction among employees, promote knowledge-sharing opportunities and collectivism to promote knowledge-sharing behaviour. Originality/value The study’s distinctive contribution is the Myanmar bank sector's under-researched context for investigating the reverse relationship between absorptive capacity and knowledge sharing behaviour. The moderating effects of knowledge sharing opportunity and collectivism ignored mainly in the knowledge sharing literature were investigated in this study.

Despite the growing importance of regional innovation systems as agglomerations of firms and actors that possess technical, leadership and managerial endowments for innovation and R&D activities, their impact on the evolution of global innovation hubs is still unclear. We address this gap by investigating the multiple influences of macro-, meso- and micro-level factors in the formation of global innovation hubs, using a comparative qualitative case study design with four MNEs operating in the Indian IT, pharma and healthcare sectors. We confirm the presence of ‘Communities of Practice’ as a fourth strand in our conceptualization of a Quadruple Helix in the emerging markets context. We also discover the critical role played by the interactions among communities of practice members and meso-level investments in organizational capabilities, learning and relationship quality. Finally, we highlight the importance of managing trust and power dynamics among members of communities of practice in a global innovation hub.

PurposeThis study aims to combine the theory of planned behave or (TPB) and the motivational framework to extend the research on online knowledge sharing (OKS) in an organization by exploring the factors that drive the knowledge sharing intentions (KSI) of posters and lurkers.Design/methodology/approachA field survey with 501 employees in Vietnamese telecommunication companies is used to collect the data and a structural equation modeling approach with AMOS 25.0 is used to test all the hypotheses.FindingsAttitudes toward OKS and subjective norms influence online KSI for both posters and lurkers. Self-enjoyment has a stronger effect on the attitudes toward OKS for posters than lurkers. Self-efficacy, reciprocity and rewards only affect posters and not lurkers.Research limitations/implicationsThis study uses self-efficacy and self-enjoyment to represent intrinsic motivation and reciprocity and rewards for extrinsic motivation. Future research may use additional motivational factors to provide additional insights.Practical implicationsManagers should pay greater attention to subjective norms and attitudes toward knowledge sharing to motivate all the employees to share knowledge with each other to improve organizational performance.Originality/valueThis is the first study to combine TPB with the motivational framework to explore the factors that drive online knowledge sharing in an organization.

Using an in-depth qualitative case study design, focusing on a significant global technology consulting multinational enterprise’s (MNEs) subsidiary in India, this research analyses interview, documentary and observational data for insights on the proliferation of artificial intelligence (AI) in human resource management (HRM). By developing HRM-focused, AI-enabled applications, the MNE improved HR cost-effectiveness and offered a hyper-personalised and individualised employee experiences. Employing the theoretical lenses of individualisation of HRM practices, AI-mediated social exchange, job signalling and person-organisation fit theories, this research explains employees’ experience of HRM practices and its impact on their attitudes and behaviours. Ten interviews were conducted with global technology leaders, champions of innovation, senior HR leaders and employees, including those engaged in the design and implementation of HR-focused AI applications. Findings suggest the use of AI-enabled bots, virtual, digital and personal assistants for carrying out a range of HRM tasks, such as routine, analytical, interactional and communicative tasks involving employees. A diverse set of HRM-focussed AI applications operant at this MNE contributed to its HR cost-effectiveness and enhanced the overall employee experience, thereby resulting in improved levels of employee commitment, satisfaction and reduced employee turnover behaviour. Implications for research and practice are also discussed.

Customer engagement in a value co-creation processes is an attractive proposition for firms as it closely mirrors consumer needs, encourages their participation in service consumption, improves their perception and reduces uncertainty and risk. This approach emphasizes the centrality of interaction among different actors within an ecosystem. Despite the critical role frontline employees play in customer engagement and relationship processes in a multi-actor system, there is a limited understanding of the role of co-workers and supervisors’ support in addition to organisational support for achieving high levels of employee and consequently customer engagement as well as reducing sales employees’ intention to quit. Using structural equation modelling and analyzing 481 employees’ data from an Italian retail chain, this paper analyses the impact of organisational and social support on employees’ job satisfaction, work engagement and intention to quit. Implications for theory and practice in value co-creation process in a multi-actor system are also discussed.

PurposeThis paper aims to investigate the differences in the mediating roles of trust and knowledge sharing (formal vs informal) in the process by which training and incentives influence organizational performance (sales increase and labor productivity).Design/methodology/approachThe data from an online survey of Senior Managers from 119 firms in Hong Kong’s clothing industry (HKCI) was analyzed using SmartPLS software.FindingsTrust has a stronger mediating impact in the effects of incentives (vs training) on both formal and informal knowledge sharing. Informal (vs formal) knowledge sharing has a stronger mediating impact in the effects of trust on sales increase and labor productivity.Research limitations/implicationsFuture research may consider different dimensions such as knowledge donating and collecting behaviors, as well as motives, such as self-enjoyment, reciprocity or social interaction ties to study knowledge sharing behavior.Practical implicationsThis study shows that incentives are more likely than training to help build a trusting environment in an organization and that informal knowledge sharing has a stronger influence on organizational performance than formal knowledge sharing.Originality/valueThe study’s distinctive contribution is the under-researched context of HKCI for investigating the mediating effects of trust and formal and informal knowledge sharing between ability and motivational practices on performance.

In cross-border partnerships, several language strategies have been identified for better outcomes between interacting employees of two contracting parties: adopting a common corporate language (CC...

PurposeOnline knowledge sharing is a critical process for maintaining organisational competitive advantage. This paper aims to develop a new conceptual framework that investigates the moderating impacts of innovation on self-efficacy, extrinsic and intrinsic rewards on employees’ online knowledge sharing behaviour in public and private sector companies.Design/methodology/approachThis research analysed 200 responses to test the moderating effects of organisational innovation on the relationship between self-efficacy and rewards and online knowledge sharing behviours. The analysis was carried out using component-based partial least squares (PLS) approach and SmartPLS 3 software.FindingsThe results reveal that self-efficacy significantly affects online knowledge sharing behaviour in firms, regardless of the organisation type. Extrinsic rewards encourage employees in private companies to share knowledge online, whereas intrinsic rewards work effectively in public companies. Additionally, the study found the moderating role of organisational innovation in examining the relationship between rewards and online knowledge sharing behaviour.Research limitations/implicationsFuture research may consider different dimensions such as knowledge donating and collecting behaviours as well as motives, such as self-enjoyment, reciprocity or social interaction ties, which may be investigated to get a deeper understanding of online knowledge sharing behaviour.Practical implicationsFirms must tailor training and rewards to suit employees’ abilities and needs so as to align with organisation type and innovation.Originality/valueThe study’s distinctive contribution is the under-researched context of Vietnamese public and private sector banks for investigating the moderating effects of organisational innovation on micro and meso factors on online knowledge sharing behaviour.

Knowledge integration (KI) is a source of sustained competitive advantage for firms. This paper draws upon the knowledge-based view of the firm and ability-motivation-opportunity framework to develop a theoretical and empirical model showing the role of human resource management (HRM) practices in achieving KI. Findings suggest three ability-enhancing practices (training and development, focused hiring, and knowledge questioning values), four motivation-enhancing practices (project-specific performance, competency-based performance management, project-based information dissemination, and information and knowledge sharing forums) and five opportunity-enhancing practices (team working, information and knowledge sharing, verticalisation of business, geographical information and knowledge sharing, and structural change) that facilitate KI. The paper concludes with managerial implications, directions for future research and the study's limitations.

The current literature on the use of disruptive innovative technologies, such as artificial intelligence (AI) for human resource management (HRM) function, lacks a theoretical basis for understanding. Further, the adoption and implementation of AI-augmented HRM, which holds promise for delivering several operational, relational and transformational benefits, is at best patchy and incomplete. Integrating the technology, organisation and people (TOP) framework with core elements of the theory of innovation assimilation and its impact on a range of AI-Augmented HRM outcomes, or what we refer to as (HRM(AI)), this paper develops a coherent and integrated theoretical framework of HRM(AI) assimilation. Such a framework is timely as several post-adoption challenges, such as the dark side of processual factors in innovation assimilation and system-level factors, which, if unattended, can lead to the opacity of AI applications, thereby affecting the success of any HRM(AI). Our model proposes several testable future research propositions for advancing scholarship in this area. We conclude with implications for theory and practice.

At the end of this chapter, you should be able to: Review of key theoretical bases of learning and development Analyse the dominant drivers of internal career orientations of individuals Examine and analyse the relationship between strategy and learning and development Analyse the key drivers of training

At the end of this chapter, you should be able to: Analyse the key barriers to change Describe the four tasks of managing change Examine and analyse the relationship between managing change and HRM practices Identify the key competencies needed by an HR practitioner in managing change

At the end of this chapter, you should be able to: Define the terms employee voice, direct and indirect employee voice Identify the reasons for differences in employee voice across geographical boundaries Understand the theoretical basis for employee voice and employee participation Evaluate the contribution of employee voice

At the end of this chapter, you should be able to: Understand the multiple goals of strategic compensation and benefits Describe the dominant approaches to strategic compensation and benefits Analyse the relationship between of strategic compensation and benefits and performance Identify the theoretical bases for determining strategic compensation and benefits

Nowadays, the use of 3D printing has extensively increased, which support STereoLithography or Standard Tessellation Language (STL) 3D image for printing. STL file originated from the 3D systems. STL file format works over the triangles and estimates the surfaces of a solid model without any texture and color. It specifies both binary and ASCII formats. In this paper, a method has presented to convert 2D image to 3D printer acceptable STL file and STL file to 3D object generation.

This paper explores the positive and negative social impact of business relationships in the Ghanian gold mining industry. We adopted an in-depth longitudinal case study approach to explore the responsible and irresponsible behaviour of dominant stakeholders in Ghana’s mining sector. Exploiting unique primary data collected from various stakeholders allowed us to identify and map the evolution of CSR behaviour through the theory of planned behaviour over three distinct time periods since Ghana’s independence of 1957. Findings from our study suggest that the state and multinational enterprises as key stakeholders in the network of business relationship played a critical role in paving the way for the indigenous people to participate more fully in the mining business. We argue that local participation in the industry’s activities has direct social impact, but there is further need to explore the dynamics underpinning a network of relationship.

Agriculture is the primary source of livelihood for nearly 55% of Indian population, feeding 1.3 billion people and contributing significantly to the country GDP. Tractors play a crucial role in increasing agricultural productivity. Indian tractor industry has come a long way in terms of production capacity and technology in last few decades. Govt. of India is promoting eco-friendly vehicles through Faster Adoption and Manufacturing of Hybrid and Electric vehicles (FAME) scheme. This paper presents a review of Indian tractor market and points out the government measures to curb the air pollution due to agricultural machinery. Incorporation of electric drives in tractor and agricultural machinery offer several advantages including better energy efficiency and expanded functionalities. State-of-art electric vehicle technologies and latest electric tractors being introduced worldwide are presented in this work. The article discusses the benefits of electrification of farm machinery and present the challenges in its implementation for agricultural in India. Though high torque, low maintenance, low operational cost and zero emissions are strong reasons for electric tractor adoption, however, very high initial cost, lack of charging infrastructure and lack awareness towards vehicle emissions are major deterrents.

This paper contributes to the dynamic capabilities (DCs) literature by delving into the relationship between DCs, corporate control style (CCS), and high margin product development (HMPD)-company performance. Our qualitative results are based on semi-structured interviews conducted within a multinational telecommunication corporation. The narratives indicate that DCs positively influence HMPD/company performance. The level of positive influence of DCs on performance will depend on the CCS of the organization, since CCS directly affects the seizing and transforming activities of DCs. CCS also regulates the link between sensing and shaping DCs activities and HMPD/performance. We find evidence that there is no specific order in which the sensing, seizing, and transforming activities occur. We suggest that the identification of “Surge” and “Lurch” events is a key channel for managers to enhance DCs management in their organisation. Our findings are compared to relevant studies on EMNEs.

The sustained growth and importance of Asia as a hub of economic, social and political activity has attracted significant foreign direct investment and opportunities for economies from the West and other parts of the world to invest in this fast growing region. Regional headquarters and global innovation hubs of large multinational corporations (MNCs) are evidence of an Asian century phenomenon. The proliferation of tax havens in the region or the use of tax havens by firms in the Asian region is no surprise. This is evidenced through a complex and systematic policy choice by power coalitions, to facilitate their interests as well as trade and growth in the region. This proliferation has also had an impact on the changing identity of Asian MNCs in Asia. In this paper, we highlight this new and pervasive trend by presenting findings from recent research in the region on the topic of tax havens and identities of Asian MNCs.

This paper, through a multi case qualitative study design, explains how in times of economic adversity, such as the global financial crisis, adaptive firms from the Indian IT offshore outsourcing implemented several global and local human resource management (HRM) strategies for co-ordinating internal and external processes for managing growth. Applying the theoretical lenses of ambidexterity, HRM practices and the integration-responsiveness framework, the paper highlights the importance of strategic choices in achieving ambidexterity and how implementing certain capabilities and HRM practices creates an ambidextrous context. The implications for theory and practice are also discussed.

Purpose The purpose of this study is to investigate the effects of intrinsic and extrinsic motivation on knowledge sharing and the moderating effects of individual demographics, organizational context and cultural context in that relationship. Design/methodology/approach This study conducted a meta-analysis of 44 studies involving 14,023 participants to examine the direct and moderating effects of motivation on knowledge sharing. Findings Results revealed that both extrinsic and intrinsic motivational factors were associated with higher levels of knowledge sharing, while the effect was stronger for intrinsic motivation. Moreover, results revealed that substantial variance was explained by moderating variables. Further investigation revealed that individual characteristics (age, gender), organizational context (organizational setting vs. open system, IT infrastructure) and cultural context (collectivism, uncertainty avoidance, performance orientation, power distance) moderated the motivation and knowledge sharing relationship. Research limitations/implications As a meta-analysis, this study is confined to variables that have been frequently analyzed in prior research. Future research could further increase our understanding of different types of knowledge sharing and various boundary conditions. Practical implications Organizations should provide customized incentive systems to specific target groups to align motivation and knowledge sharing. Multinational organizations may consider different motivation schemes across countries to better suit cultural differences. Originality/value Despite a growing number of studies highlighting the important role of motivation in predicting knowledge sharing, the evidence is mixed. Based on a meta-analysis, this study identified true relationships and identified moderating effects that help explain prior mixed results.

This paper explores the development of an ambidextrous context in a rapidly growing emerging market multinational (EMNE), thus unbundling cultural and structural complexities. We use the micro-foundational lens of ambidexterity to explore and identify different processes, structures and mechanisms that underpin the development of ambidextrous practices in the EMNE. We adopt a longitudinal case study design to trace the evolution of the EMNE, which during the initial phases of its existence focused on supplying industrial enzymes and refined its technical base. In subsequent years, it exploited its technical base to emerge as a full-fledged biopharmaceutical EMNE and adopted strategic partnerships with international companies to explore new knowledge. Our novel and rich research context also provides us with insights on how this EMNE exploited its technological knowledge, whilst utilizing strategic alliances to simultaneously engage in exploratory activities. Through the micro-foundational lens of ambidexterity, we uncover the critical role played by its leadership in addressing paradoxical tensions for simultaneously managing exploitation and exploration in an international strategic alliance context.

The COVID-19 pandemic has caused organizational crises leading to shutdowns, mergers, downsizing or restructuring to minimize survival costs. In such organizational crises, employees tend to experience a loss or lack of resources, and they are more likely to engage in knowledge hiding to maintain their resources and competitive advantage. Knowledge hiding has often caused significant adverse consequences, and the research on knowledge hiding is limited. Drawing upon the Conservation of Resources and Transformational Leadership theories, a conceptual framework was developed to examine knowledge hiding behavior and its antecedents and consequences. We collected data from 281 Vietnamese employees working during the COVID-19 pandemic. Our results show that role conflict, job insecurity, and cynicism positively impact knowledge hiding behavior. Knowledge hiding behavior negatively affects job performance and mediates the antecedents of knowledge hiding on job performance. Transformational leadership moderated the impact of role conflict on knowledge hiding.

This chapter begins by exploring the critical tenets of strategic human resource management (SHRM) and then discusses what the study and practice of SHRM needs to do in a new era of sharing economy and artificial intelligence (AI) for delivering successful business and individual employee performance in a new world of technological disruptions in work and employment. Using examples from popular platforms such as Airbnb, Uber, Ola, Zomato and Swiggy in India, to name a few, this chapter illustrates the changing ways of how non-standard employees are managed in the Fourth Industrial Revolution (4IR) through the use of technology platforms and apps, including the specific use of AI, in implementing a number of these changes. We highlight the need for new skills and knowledge by HR professionals to successfully engage in the new and brave world of AI-based technological disruption that we are all facing.

The global health system has significantly evolved over the last 30 years, particularly since the UN Millennium Declaration in 2000. The transformation in global healthcare partnerships has been most visible in the area of neglected tropical diseases, where technological innovation is directly linked to social change. Numerous strategic partnerships between different actors, including pharmaceutical companies, global and national health institutions and philanthropic organizations and disease specific foundations populate the landscape of neglected tropical diseases and yet, we know little on relational and structural aspects underpinning the partnerships. Our research uses a rich longitudinal case study – a tripartite public-private partnership formed between a global health organization, a major pharmaceutical company and a research university to develop a new drug for the treatment of malaria in Sub-Saharan Africa. Development of new drugs is central to attain social change in a poverty stricken region. We adopt a micro-foundational perspective in analyzing strategic choices made by the partnership's Product Development Team (PDT) and unravel the dynamic interplay between power–trust relationship in such strategic business partnerships.

The Liver Transplant Society of India (LTSI) has come up with guidelines for transplant centres across the country to deal with liver transplantation during this evolving pandemic of COVID-19 infection. The guidelines are applicable to both deceased donor as well as living donor liver transplants. In view of the rapidly changing situation of COVID-19 infection in India and worldwide, these guidelines will need to be updated according to the emerging data.

Purpose This exploratory study aims to analyse the influence of organisational resources and capabilities on relationship quality and firm performance in the context of high-technology offshore outsourcing service vendors. Design/methodology/approach Using a qualitative case study design, data from four offshore business process and information technology outsourcing firms were analysed. Findings Findings highlight that resource dependence, cultural orientation and the vendor’s resources and capabilities strengthen relationship quality and affect firm performance. Originality/value The distinctive contribution of this study lies in identifying key organisational mechanisms that improve relationship quality and firm performance, as well as help to understand the adverse effects of ethnocentricity and power faced by vendors and subsidiaries within diverse intercultural contexts. Study limitations and future research directions, along with implications for theory and practice, are also discussed.

This paper aims to identify the role of language in international business context, especially in a post-merger integration (PMI) process, and to develop a framework for language strategies in a PMI context.,Based on the authors’ review and building on earlier works, this paper develops a conceptual model regarding the use of language in different PMI scenarios and identifies the key resource mix that may be suited for an effective deployment of language strategies.,The authors find that the use of a language at target firms depends on the degrees of strategic interdependence and organizational autonomy. They classify different constellations of targets in a PMI context and propose the most appropriate language strategies for different classification of PMI firms.,The authors develop five testable future research propositions based on our conceptual model. The paper is not without its limitations. The authors’ propositions need to be tested in future studies. It may be sometimes difficult to collect data based on all the four segments of firms using a quantitative design. It is also challenging to investigate about the language used at the target firms using quantitative designs.,The authors’ model has several practical implications for the managers. Bidder firm’s managers can decide the use of appropriate language depending on their acquisition strategy. It is very likely that target managers have to change the language following the acquisition, and because of this change, influence on their routines will be significant. This issue becomes most important if both firms do not speak the common corporate language – English language. The authors bring ideas for a best fit, which are applicable not just for merger and acquisition but also for other strategic sourcing areas such as outsourcing strategies.,There are several negative emotions that are invoked through language. Language is also power laden and affects social structure and group dynamics at work. By addressing the use of appropriate language strategies, people can potentially avoid the dark side of language.,The authors present testable propositions for future research in a PMI context.

The paper examines the main drivers, nature and extent of employee training in oil and gas (O&G) multinational companies (MNCs). Using insights from 16 managers in Nigeria O&G industry, we ...

Managing talent and growth in sizeable global information technology (IT) multinational enterprises (MNE) facing technological disruption requires a well-developed innovation strategy. This study presents novel insights into how a large MNE shared knowledge through artificial intelligence (AI) mediated social exchange using effective global talent management (GTM) strategies. Analyzing in-depth qualitative interview data from an extensive global technology MNE subsidiary, this research draws upon the literature on the knowledge-based view (KBV), AI-mediated social exchange theory and GTM, and explores how, through an AI-mediated knowledge-sharing exchange, the MNE managed its knowledge needs. Findings suggest AI-enabled talent applications improved individual experiences of talents at this MNE pursuing an innovation strategy. Findings from the data analysis suggest that first, an innovation-led strategy and culture created a social context for sharing of talent-specific knowledge through knowledge-based data systems embedded in talent-focused AI applications. Second, talent-focused knowledge sharing using AI-mediated social exchange applications resulted in talents experiencing varying personalization levels and positive experience in terms of increased job satisfaction and commitment and reduced turnover intentions. Implications for MNEs in emerging markets to manage global talents in an AI embedded digital social exchange for effective individual outcomes.

BACKGROUND Laparoscopic surgeries form an essence of today's surgical practice. It has been adapted as standard procedure for cholecystectomy at most centres. Haemodynamic perturbations associated with pneumoperitoneum during laparoscopic cholecystectomy may cause serious health hazard to the patient. The aim of the study is to compare the effect of oral clonidine and gabapentin premedication on intraoperative haemodynamic stability with a placebo. MATERIALS AND METHODS A prospective, randomized, double-blind, placebo-controlled study was conducted on 90 patients with ASA physical status I and II aged between 20-60 years undergoing elective laparoscopic cholecystectomy. They were randomly allocated to one of the three groups containing 30 patients each. Group C (n=30) received 150? g clonidine, group G (n=30) received 600 mg gabapentin and group P (n=30) received a multivitamin tablet 2 hrs. prior to the surgical procedure. We then assessed haemodynamics of the patients with parameters HR, SBP, DBP, MAP at different points of time and any postoperative adverse events. RESULTS Demographically all the three groups were statistically comparable. Following data interpretation, it was observed that both clonidine and gabapentin group had significantly lower HR and BP changes than placebo group (P

This study highlights how social and commercial enterprises with local and global presence, balance their economic and social goals, to sustainably serve the bottom-of-the-pyramid (BoP) markets, predominantly in emerging economies. Employing the lens of transaction cost economics and configurational theory, we propose that successful venturing into the BoP markets, sensitize firms to create appropriate governance mechanisms for reducing transaction costs, resulting in creation and capture of values. Further, these mechanisms enable those firms to attain cost efficiency and sustainability in the process of fulfilling their social objectives. To that end, we employed the case survey method to analyse 42 cases, from the Harvard Business School repository, on multinational enterprises (MNEs) in emerging economies. Further, we used qualitative comparative analysis to uncover the various causal governance configurations that enabled those firms to sustainably serve the BoP markets.

This paper responds to calls for theory development in relation to processual and meso-level explanations of ‘crossvergence’ in strategic partnerships. It contributes by reviewing the extant literature on convergence-divergence-crossvergence theory in the context of the global information technology (IT) industry and argues for the presence of ‘multivergence’ or ‘multiple configurations of crossvergence’ in an industry sector that relies extensively on strategic business partnerships. We posit and argue that the relevance of multivergence extends beyond the global and offshore IT industry to include strategic partnerships in offshoring in services and manufacturing firms. Overall, this paper identifies the processes and meso-level factors that lead to multivergence in IHRM practices and presents future research directions and ideas on this topic.

Purpose The purpose of this paper is to examine innovation in the resource-constrained context of India’s healthcare industry. It is argued that the process of innovation in addressing healthcare management challenges in such a context occurs through organisational ambidexterity and that human resource management (HRM) plays an important role. Design/methodology/approach A qualitative research methodology is applied to explore the role of HR practices in facilitating contextual ambidexterity and subsequent innovations in healthcare in India. The unit of analysis is the “case” of healthcare providers in India and in-depth interview and documentary data in two case sites are analysed to reveal the role of HRM in facilitating contextual ambidexterity and innovation. Data analysis was undertaken first at a within-case and then at a cross-case analysis level using interpretive manual coding based on how the data explained the role of HRM in delivering innovative outcomes and supporting organisational ambidexterity. Findings The authors found evidence of the use of sets of high-involvement HRM practices for exploration of new ideas and efficiency-driven HRM practices for creating contextual ambidexterity in the case organisations. Further, managerial/leadership style was found to play an important role in creating cultures of trust, openness, risk-taking and employee empowerment, supported by an appropriate mix of intrinsic and extrinsic rewards. Finally, training was also reported as being central to creating an ambidextrous context for delivering on various innovations in these healthcare providers. Originality/value This study represents an exploration of innovation in the context of India’s healthcare sector through intersecting literatures of ambidexterity, innovation and HRM practices. In light of the emerging economy research context, an important empirical contribution is palpable. Moreover, through a study design which included collecting data from multiple informants on the role of human resources in facilitating innovative outcomes, the authors reveal the role of HR-related initiatives, beyond formal HR practices in creating contextual ambidexterity. This study also reveals the degree to which contextual idiosyncrasies enhance our understanding of the role of HR in facilitating innovation in emerging economies.

This paper explores the challenges of outsidership faced by multinational companies (MNCs) accessing emerging economies. The paper departs from popular conceptualisations of culture drawing...

Purpose This paper aims to explore the importance of the role of national business systems (NBS) in shaping human resource management (HRM) and organisational behaviour (OB) practices in the context of Asian countries. To this end, this paper presents a comparative overview of different NBS in selected Asian countries and how these variously impact HRM and OB at two levels and contexts, i.e. within and cross-national. Design/methodology/approach The paper presents a topical review of the literature to unravel the complexity and challenges associated with studying this rich and complex area. Findings The findings suggest there is significant complexity in studying the impact of NBS on HRM and OB at a holistic and multi-level unit of analysis. The multiplicity of factors and levels of analysis, even at a level of within country analysis, highlights the sophisticated, in-depth and detailed nature of scholarship needed to unbundle and get a fuller understanding of this topic. Research limitations/implications Although recent research presents a within and cross-national analysis of NBS and its impact on HRM and OB practices from diverse Asian countries such as India, Japan, Indonesia and Malaysia, recent research offers only a focused analysis of few targeted HRM and OB practices, rather than a collective or a bundle of HRM practices. Practical implications The contributions point to several practical implications for HR managers as well as managers from other fields, covering several national and cross-national comparisons. Originality/value This paper offers a substantial contribution in the understanding of how various HRM and OB practices are embedded in a nation’s business system and through a variety of historical and cultural influences.

Recent studies have started exploring the linkages between organisational ambidexterity (OA) and HRM practices. OA is noted as a critical resource in achieving product, process, and business model innovations. By adopting an inductive case study of a US MNC subsidiary in India, we found empowerment-focused HRM practices were being used for exploration of new ideas and efficiency-focused HRM practices were adopted for the exploitation of the organisation’s existing strengths. Empowerment-focused HRM practices created a culture of openness and risk-taking, which facilitated the creation of an ambidextrous context. Further, ambidextrous learning was moderated by the adoption of a managerial/leadership style that focused on ‘mirroring competencies’ between the parent operation and its subsidiary. HRM practices were aimed at developing behaviours that valued the team-based co-development of graphic processor designs by means of a ‘parallel processing’ approach to product development. Additionally, the ...

The novel coronavirus disease 2019 first emerged in Wuhan, China, and is now an emerging pandemic globally. This has strained health-care services leading to restrategizing anesthesia care and management of patients. We describe the anesthetic management of a 30-year-old COVID positive, multigravida, with term pregnancy taken up for elective cesarean section under the subarachnoid block in a dedicated operating room earmarked for COVID cases. For such a case, challenges in the modification of standard procedures to minimize exposure of the health-care professionals are delineated.

To find out the replacement of fossil fuel, numbers of alternative fuels have been developed. It has been observed that in a stationary diesel engine, producer gas is a better substitute for diesel. Through the process of gasification which is a thermo-chemical process, the solid biomass can be converted into a mixture of combustible gases that can be used in various applications. In the present work, while operating in dual fuel mode, a significant reduction in diesel fuel was detected. A 5 kW downdraft gasifier and a four-stroke diesel engine are used to conduct the experiments. Three types of biomasses (rice husk, rice straw and sugarcane bagasse) are considered to study the effect of producer gas on specific consumption of diesel in the dual mode of the engine. The producer gas is generated by using the biomasses and used along with diesel to run the engine in dual mode. The results obtained from the biomasses are compared to find the saving of diesel in dual mode. Results highlighted the better performance of engine when operated with the biofuels, obtained from the biomasses.

By applying a combined theoretical lens to high-performance work systems (HPWSs), organisational development (OD), and socio-technical systems (STS), this paper examines their impact in creating an agile and ambidextrous context for the management of strategic dualities, especially in times of uncertainty. Using a qualitative case study of an emerging market multinational enterprise (EMNE) from the Indian information technology-business process outsourcing (IT-BPO) industry, this paper presents a longitudinal and processual analysis of how, during challenging times of uncertainty in global competition, the sample EMNE had shifted from a purely managerialistic to a more humanistic set of values through OD interventions and investments in digital assets. We identified and discussed critical interventions for the management of various strategic dualities at multiple organisational levels over time. We contribute to the literature by providing exciting insights into an essential yet under-researched issue: namely, how an MNE can balance pressures for local responsiveness and global integration through the effective creation of dual headquarters, especially before and during global financial crises. Due to global pressures, EMNEs face numerous critical dualities when implementing strategic change initiatives aimed at pursuing firm growth. Some of such dualities include the simultaneous pursuit of exploratory and exploitative learning, local responsiveness and global integration, flexibility vs. efficiency, and formal vs. informal organisational structures. Our choice of a ‘critical’ and exemplar EMNE case analysis and our presentation of future research propositions help identify how and why diverse strategies lead to success through agility ambidexterity during challenging and uncertain periods.

Multinational enterprises (MNEs) in the information technology and business process outsourcing (IT/BPO) sector are at the forefront of technological disruption and change, which necessitates firms to remain agile and continuously innovate their business models. This paper investigates the investments made by IT/BPO MNEs in intangible assets and the role of encouraging management and leadership practices that supports the core tenets of strategic agility at a time when the global financial crisis (GFC) occurred. Using a two phase mixed methodology, that tests three key a priori themes, first, we examine to what extent the investments in intangible assets led to the development of strategic agility (SA), which in turn led to greater technological performance over the longitudinal period 2007–2017. Second, we further shed light on the positive relationship between intangible assets and strategic agility by identifying which Indian IT/BPO groups (based on location and firm age) show greater technological performance and, third, how such groups translate deliberate investments in intangible assets that lead to SA and greater technological performance, as compared to other groups over time. Overall, our findings provide evidence that IT/BPO MNEs' past sustained investments in intangible assets paved the way for the IT/BPO MNEs to respond in an agile manner when the GFC hit.

Background Interprofessional health care teams are increasingly utilized in health care organizations. Although there is support for their capacity to solve complex problems, there is also evidence that such teams are not always successful. In an effort to understand the capacity of interprofessional teams to innovate successfully, we investigate the role of cognitive diversity to establish whether and how knowledge differences lead to innovation. Purposes The aim of this study was to construct and investigate a model of team innovation predicted by cognitive diversity. In addition to investigating the direct impact of cognitive diversity in interprofessional health care teams, we develop a model incorporating mediated and moderated effects. In this study, we explore the role of debate as a mediating factor capable of explaining the impact of cognitive diversity on innovation. We further propose that the link between cognitive diversity and innovation through debate is contingent upon trans-specialist knowledge, knowledge shared by health care professionals, spanning specialist divides and enabling mutual understanding. Methodology The hypotheses were investigated using a cross-sectional, correlational design. Survey data received from 75 interprofessional teams employed in an acute care setting, representing a 36% response rate, were used to investigate our model. Findings Analysis supports a significant relationship between cognitive diversity and debate, which is stronger when teams rate highly for trans-specialist knowledge. Results also support a positive relationship between debate and innovation and our full moderated mediated pathway. Practice implications A range of strategies are indicated by our results to increase innovation in interprofessional teams. In particular, interventions such as interprofessional education and training, which have been shown to facilitate the development of shared language and meaning, are recommended by our findings.

Employing a multidisciplinary approach this paper addresses an important area of how born global high-technology firms develop knowledge integration capability through their internal and external networks. Knowledge integration is noted as a critical capability in the innovation process. Our exploratory study contributes by: presenting evidence from India’s high-technology IT/BPO offshore outsourcing business-to-business (B2B) vendors; adding to the theoretical body of knowledge by identifying the three critical operational routines of learning, market and quality orientations that are critical in developing knowledge integration capability and supporting innovation processes; and develops a theoretical framework for future researchers to test it through survey designs. We conclude by identifying future research and managerial implications for firms operating in such milieus.