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Purpose Advanced bibliometric methods have emerged as key tools in mapping the history and trends of a discipline. This paper aims to demonstrate on applying various bibliometric methods to track a journal’s impact and review its knowledge contribution. In doing so, the authors take the case of IIMB Management Review (IMR) journal focused on management discipline, in consideration of its 10 years of publication presence. Design/methodology/approach Using bibliometric and Scopus metric methods, the authors map and analyze the productivity of IMR Journal and map its knowledge contributions. Findings The authors identify the IMR journal’s impact, its growth, the most prolific authors/affiliations, key research hotspots, cross-country collaboration and emerging trends over the past decade. Originality/value A 10-year longitudinal review helps the target group identify the main themes. It also provides key empirical insights to the journal editorial board and library managers for future planning and growth of the journal.

In recent times, leading information technology (IT) multinational enterprises claim to have abandoned many traditional features of their performance management systems (PMSs), including the bell curve. However, there is no published empirical study on how employees are perceiving the change. Using an inductive approach and an employee-centric theoretical lens, we investigated employees' (n = 426) perceptions and satisfaction levels with the revamped PMS in three Indian IT services and business solutions multinational enterprises. Employees perceived the present purposes of PMS marginally more favorably than those in the past; however, the gap between the present and future aspirational perceived purposes of PMS was significantly much higher. Satisfaction levels with different dimensions of PMS and alignment of PMS with other human resource functions and leader-member exchange were only modest. Employees mentioned goal setting and continuous feedback as the most positive features of the current PMSs, and transparency, 360° feedback, and adherence to timelines—as improvement areas. The results are indicative of a positive, but the only modest trend in employee satisfaction and perceptions. We discuss the implications of the findings for the employee-centric theory and practice of PMS in the IT industry.

PurposeTo identify the characteristic features of humanistic leadership in the Tata group in India, and to explicate the key facilitating factors.Design/methodology/approachNarrative case-study inquiry via semi-structured interviews with top management leaders and middle managers, and secondary sources of information.FindingsThe top leaders of the Tata companies emphasised the following values and leadership experience: (1) Adherence to the founder's philosophy and the basic core values, (2) Leadership with Trust, (3) Community as the key purpose of the enterprise, (4) Senior leaders as mentors and role-models, (5) Abiding by the ethical code of conduct, (6) Employee-focus and (7) Tacit alignment with Indian cultural values. These resonated with the humanistic leadership tenets. Based on the literature the authors also identified that in Tata leadership, there is an amalgamation of personal values (humata, hukhta, hvarshta: good thought, word and deed) and national cultural ethos (dharma, karma and jnana: emphasis on duty-bound action and knowledge). These leadership values are conveyed and institutionalised in the organisation via strategic initiatives such as the Tata Trusts, Tata Business Excellence Model, Tata Code of Conduct. This synergy of personal values, national cultural ethos and organisational strategy makes Tata group realise the humanistic leadership objectives, while achieving business targets.Research limitations/implicationsThe thematic analysis of interview data provides a contextualised understanding of how humanistic leadership gets realised at both the individual behavioural level, as well as at the broader organisational strategic level. This provides inputs to building the theory of humanistic leadership.Practical implicationsBy unravelling the factors that facilitate the realisation of humanistic leadership in the Tata group, the authors provide an exemplar for other organisations and business leaders to draw insights from.Social implicationsHumanistic leadership, oriented towards upliftment of community and society, and not just profit maximisation, is critical to creating a more sustainable and peaceful world.Originality/valueThis is one of first studies that conceptualises the Tata leadership from the humanistic perspective. The theoretical insights are of basic and applied use.

We examine and integrate last two decades of research on euthanasia from a cultural perspective. After an exhaustive search from Scopus and Web of Science, 40 studies matching our criteria are included in the review. We qualitatively summarize the literature country-wise and use text map of co-occurring terms in the titles, keywords, and abstracts of these articles to determine the similarities and differences among sub-themes in continental clusters. Research done in Asian, European, North American, and multi-cultural studies suggests that attributes unique to each culture are instrumental in shaping public attitudes towards euthanasia. We also find that some cultures, despite the prevalence of euthanasia, are underrepresented in empirical research. This review of literature on the cultural nuances in end-of-life decisions such as euthanasia is pertinent to social scientists, healthcare professionals and social workers in any given time, but more so during such critical events as worldwide COVID-19 pandemic.

To test the hypothesis that specifically modified plant based diet and anti-gravity exercises in Type 2 diabetics followed for a period of 10-14 weeks improves the glycemic control and reduces requirement of anti-diabetic medication. Around 386 confirmed diabetic participants enrolled in this study. Out of these 259 participants completed the study. This was a follow up study for a period of 10-14 weeks where the anthropometric measurements and biochemical parameters were measured at week 0 and at week 10-14 weeks. Medication was also monitored on a daily basis based on the blood glucose levels and change in medication was noted at the end of 10-14 weeks. After 10-14 weeks of consumption of modified plant based diet and anti-gravity exercises was accompanied by a significant reduction in anthropometric measurements like body weight (p=0.0001*), BMI (p=0.0001*), fat percentage (p=0.0003*) and visceral fat percentage (p=0.0002*). Lower anthropometric measurements was accompanied by a reduction in HbA1C (p=0.000*), fasting (p=0.038*) and postprandial (p=0.000*) blood glucose levels. A reduction in the dosage and number of participants requiring oral hypoglycemic agents (OHA) and insulin was observed due to improved glycemic index. In the diabetic study population, intervention with modified plant based diet and anti-gravity exercises was associated with an improved glycemic control and reduced requirement of anti-diabetic medications. These findings may assist in development of a standard integrated protocol for treating diabetic patients thus reducing the pre-disposition to diabetic complications thus preventing or prolonging the onset of diabetes complications.