This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
It is businesses, not governments, which often have the power, potential and ideas to lead the attack on world poverty, create jobs where skills are lacking, clean up the environment, eradicate disease, and facilitate education. Ironically, bottom lines could benefit from recognizing our moral obligation to help those in need.
Practical implications
The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
Details
Keywords
Christopher P. Neck, Robert F. Ashcraft and Craig V. VanSandt
Nonprofits often have a top-down, control oriented leadership focus, neglecting the potential of developing leadership capabilities at all levels of the organization. We expand on…
Abstract
Nonprofits often have a top-down, control oriented leadership focus, neglecting the potential of developing leadership capabilities at all levels of the organization. We expand on current nonprofit management literature by positing a comple-mentary leadership approach that focuses on employee self-leadership at all levels of the establishment, thereby enhancing personal and organizational effectiveness.
In part-I of this review series, research from Afghanistan, Bangladesh, Bhutan, Maldives, Nepal and Sri Lanka was reviewed. The purpose of this paper which is part-II of the…
Abstract
Purpose
In part-I of this review series, research from Afghanistan, Bangladesh, Bhutan, Maldives, Nepal and Sri Lanka was reviewed. The purpose of this paper which is part-II of the series, is to review management research from India and Pakistan over a 25-year period from 1990 to 2014.
Design/methodology/approach
A systematic review approach was adopted for this research. As a quality standard for inclusion, articles were restricted to journals rated A*, A, or B by the Australian Business Deans Council in 2013 and either Q1 or Q2 in the Scopus/Imago classification system. The divisions and interest groups of the Academy of Management were used as framework to organize the search results.
Findings
A total of 1,039 articles related to India (n = 930) and Pakistan (n = 112) emerged from the search process, with three articles being related to both countries. The research was published in 163 different journals that met the quality criteria. The period under review coincides with the advent of economic liberalization in India and this emerged as a major theme in the India-related research. Other context-specific insights for these two countries are also derived from an ecological and institutional theory perspective.
Originality/value
This research represents the first comprehensive and systematic review of management research in India and Pakistan. As in part-I, the unique review approach allows for strict adherence to a predetermined quality standard while including a wide variety of journals and research traditions.