While a lot is known about organizational growth, little is understood about how to manage volatility that comes along with growth. This paper, using existing research in this…
Abstract
Purpose
While a lot is known about organizational growth, little is understood about how to manage volatility that comes along with growth. This paper, using existing research in this area and the empirical findings of a study by Moreno et al. (2014), offers crucial insights about managing volatility for firms trying to grow at the pace of technological changes. An attempt is made to highlight the differences of growth and volatility in a language that is easily comprehensible to practitioners.
Design/methodology/approach
The paper is based on existing literature in the area of growth and on author’s personal interactions with the founders of small firms.
Findings
In this paper, it is argued that firm’s strategic orientations can be used as a contingency of growth–volatility relationship. In other words, firms with a strong entrepreneurial and market orientation are positioned to benefit from the pursuit of growth while still keeping the issues of volatility in control.
Practical implications
By clearly elucidating the concept of volatility and growth, the paper helps practitioners in finding ways of benefiting from growth and controlling unnecessary volatility.
Originality/value
This paper is among the limited research attempts addressing the concept of volatility. The finding that growth and volatility are inter-linked but different can be used effectively by practitioners.
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This paper aims to make an attempt to highlight how small businesses and new ventures, which are invariably resource-constrained and cannot match the salaries of their larger…
Abstract
Purpose
This paper aims to make an attempt to highlight how small businesses and new ventures, which are invariably resource-constrained and cannot match the salaries of their larger counterparts, attract and retain talented employees. The study uses the setting of a new Indian venture called Shaadisaga to demonstrate successful employee development practices for new ventures.
Design/methodology/approach
Findings are based on in-depth interviews with the team of Shaadisaga.
Findings
Findings reveal that new ventures – which operate with limited resources and market presence – need to leverage their human resources to their highest potential. The only way to hire and retain good talent is to keep the employees motivated, offer challenging assignments which enhance their learning and skills and make them partners of the growth story of the company.
Practical implications
Managers and entrepreneurs who are building new ventures need to pay special attention to the development of their employees. Long-term promising careers, challenging assignments, diverse roles and a share in the growth of the company can help organizations retain good talent and get the best out of them.
Originality/value
Extant research offers insights into how to manage and motivate people in large organizations. However, little is still known about the management practices of new ventures, especially of those operating in the emerging economies. This study tries to highlight the human resource practices of a new venture that has been successfully building a team of motivated employees delivering to the expectations of the organization.
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Sanjay Chaudhary and Safal Batra
This paper makes an attempt to demonstrate the importance of breaking absorptive capacity (AC) into two sequential components, to effectively measure and utilize the construct.
Abstract
Purpose
This paper makes an attempt to demonstrate the importance of breaking absorptive capacity (AC) into two sequential components, to effectively measure and utilize the construct.
Design/methodology/approach
Data on potential AC, realized AC and firm performance were collected utilizing survey questionnaire administered to 284 Indian SMEs operating in the automotive service segment.
Findings
To test the proposed hypotheses, the authors broke AC into its two sequential components – potential AC and realized AC, and tested their linkages with firm performance. The authors not only found the sequential components to be more reliable, but also found better explanation of firm performance.
Research limitations/implications
The findings in this paper have crucial implications for researchers working in the domain of AC and knowledge management. By demonstrating the operationalization of AC as two sequential components, the authors make a case for more effective utilization of the construct in future studies.
Originality/value
This study is among the few research attempts that have tried to create a sequential operationalization of AC. The findings clearly reveal that potential AC is an enabler of the realized AC, which in turn enhances firm performance.
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Sanjay Chaudhary and Safal Batra
Despite the recognized importance of knowledge management for small family firms, relatively little empirical research has been done so far to understand the mechanisms through…
Abstract
Purpose
Despite the recognized importance of knowledge management for small family firms, relatively little empirical research has been done so far to understand the mechanisms through which absorptive capacity (AC) assists their performance. The purpose of this study is to understand the relationship between absorptive capacity and performance in small family firms.
Design/methodology/approach
In this study, the authors theoretically argue and empirically validate that AC enables the creation of entrepreneurial, market and technology orientations in small family firms, which, in turn, lead to superior firm performance. They also tested the study’s hypotheses using mediation and multiple linear regression analyses on data collected from 272 small Indian family firms.
Findings
The study’s findings suggest indirect relationship between AC and performance. The strategic orientations provide a mechanism through which investments in small family firms’ AC results in firm performance.
Practical implications
This study offers crucial insights to practitioners and small firm managers regarding the use of knowledge-based capabilities in creating appropriate strategic postures, which, in turn, assist firm performance.
Originality/value
This study is among few research attempts in understanding the knowledge aspects of small family firms. The present research contributes to the existing literature by unravelling the relationship between knowledge management and small family firm performance. Also, by bringing in data from an under-studied context of an emerging economy, this study strengthens the theoretical applicability of knowledge management in different contexts.
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Uma Shankar Rangaswamy and Safal Batra
The IT services industry faces ongoing disruptions due to rapid technological changes and corresponding shifts in customer expectations and competitor actions. Successfully…
Abstract
Purpose
The IT services industry faces ongoing disruptions due to rapid technological changes and corresponding shifts in customer expectations and competitor actions. Successfully addressing these disruptions entails IT firms to channelize their intellectual capital toward enhancing their ability to adapt. In this study, we propose a mediation model to examine the influence of a project team’s intellectual capital on project performance.
Design/methodology/approach
Data were collected from 215 project leaders across different business units within an Indian IT services organization with large operational teams. Mediation analysis was conducted to test the model.
Findings
Our findings provide evidence for enhanced team performance through the indirect benefits of adaptive capability accruing from the teams’ intellectual capital. Superior performance is achieved when the intellectual capital steers the adaptive capability of the firm.
Practical implications
Project leaders within IT organizations should constantly enhance their knowledge base and intellectual capital, enabling them to exploit the available knowledge to gain a competitive advantage. This intellectual capital created within the project team can be tapped to foster an adaptive capability, eventually leading to better performance.
Originality/value
Our findings provide unique insights regarding the importance of investing in the intellectual capital of the teams, which results in the enhancement of adaptive capability and thereby the project performance. Data collected from a non-western setting also add to the existing body of knowledge on intellectual capital.
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Safal Batra, Vishal K. Gupta, Sunil Sharma and Rahul Yadav
The purpose of this study is to investigate potential lenders of legitimacy for business-to-business (B2B) startups as reflected in the willingness of potential customers to do…
Abstract
Purpose
The purpose of this study is to investigate potential lenders of legitimacy for business-to-business (B2B) startups as reflected in the willingness of potential customers to do business with startup firms. This study theorizes the role of familiarity with B2B startups, their founding teams and their product offerings in influencing perceptions about legitimacy among potential customers.
Design/methodology/approach
Data are collected from key decision-makers involved in B2B procurements in large Indian companies and analyzed using conjoint analysis.
Findings
Results suggest that familiarity with product/service offerings from B2B startups is the most salient factor in forming favorable assessments for the venture, followed by the awareness of the startups and their founding teams, in that order.
Practical implications
The research makes several contributions to understanding the legitimacy of B2B startups from the customers’ perspective. The study provides a nuanced view of the factors impinging on legitimacy. The conceptualization of legitimacy as a reflection of willingness to buy (in other words, willingness to do business with) provides a useful lens with which to study the interactions between B2B startups and potential customers.
Originality/value
The strong empirical support the study finds for the predicted relationships in an international context, specifically India, enhances theory development, providing a solid foundation for future knowledge generation around the demand side legitimacy concept.
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Cooperative enterprises are uniquely different from all other for-profit and not-for-profit enterprises in that the onus of success does not lie on any one team leader, promoter…
Abstract
Purpose
Cooperative enterprises are uniquely different from all other for-profit and not-for-profit enterprises in that the onus of success does not lie on any one team leader, promoter or founder but on all members of the team equally and collectively. This paper attempted to investigate the key enablers of success in the unique context of cooperative enterprises.
Design/methodology/approach
Using a combination of focus groups, in-depth interviews, observations and archival data, resulting in interactions with 744 members across 13 rural cooperative enterprises, we uncovered the enablers of team performance in a cooperative setting. The theory of entrepreneurial bricolage emerged as the most appropriate theoretical lens to interpret the findings.
Findings
We found empirical evidence to conclude that the emergence of an entrepreneurial bricolage mindset in rural cooperative enterprises acted as an enabler of collective success. On the other hand, the failed rural cooperatives exhibited the absence of the bricolage mindset.
Research limitations/implications
Despite the extent of data collected from a large number of individuals in each team, the number of teams studied is small. Further, most of the data comes from cooperative teams based in similar settings and with similar challenges. Extrapolating these findings in other organizational settings should be done only after replication.
Practical implications
A clear focus and commitment toward the collective accumulation and utilization of resources is imperative for the success of cooperative enterprise teams. Only those teams that actively confront resource scarcity and work toward addressing it are the ones that eventually perform well in cooperative structures.
Originality/value
Large-sized rural cooperative enterprises offer a unique setting to understand rural development. However, due to the challenges of first getting access to a cooperative enterprise context, then collecting data from a significant representation of the large team, and finally the inability to record the conversations due to issues pertaining to team psychological safety, limited attempts have been undertaken to understand team dynamics in such rural settings. The present study is among the first few to study large-sized cooperative teams and explore the enablers of their performance.
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Safal Batra, Sunil Sharma, Mukund Dixit and Neharika Vohra
The purpose of this paper is to demonstrate a multi-dimensional second-order operationalization of strategic planning, to advance the understanding of this construct.
Abstract
Purpose
The purpose of this paper is to demonstrate a multi-dimensional second-order operationalization of strategic planning, to advance the understanding of this construct.
Design/methodology/approach
Data on the strategic planning construct were collected using survey questionnaire administered to 123 small and medium-sized manufacturing enterprises (SMEs) in India.
Findings
The findings clearly reveal that the strategic planning construct can be effectively operationalized as a second-order multi-dimensional construct.
Research limitations/implications
Data for this study have been collected primarily from SMEs of manufacturing firms. Further investigation in other kinds of firms may help in the enhancement of the construct.
Originality/value
Scholars have long called for using second-order constructs in strategy research. Operationalizing multi-dimensional constructs as unidimensional leads to inaccurate results and interpretations. By demonstrating a second-order operationalization of strategic planning, the authors illustrate better ways of operationalizing a construct. At the same time, this operationalization should help in better understanding of the implications of strategic planning on firm performance.
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Safal Batra and Neharika Vohra
This study aims to explore a crucial but less-understood antecedent of individual innovativeness – cognitive style.
Abstract
Purpose
This study aims to explore a crucial but less-understood antecedent of individual innovativeness – cognitive style.
Design/methodology/approach
Data for this study were collected using a survey questionnaire administered to 201 individuals with industry work experience. Kolb’s learning style inventory was utilized to classify individuals into different cognitive styles. One-way ANOVA and multiple linear regression were utilized to test the hypotheses.
Findings
This study reveals that individual differences in grasping and transforming experiences significantly influence their innovativeness. Individuals whose cognitive learning styles are characterized by abstract conceptualization and active experimentation are more likely to exhibit innovativeness as compared to individuals with cognitive learning styles characterized by concrete experiences and reflective observation. Consequently, convergers who combine both the favorable modes of experience grasping and transformation are most likely to be innovative.
Practical implications
Promoting individual innovativeness is crucial for successful organizational innovation. This study reveals that an understanding of the cognitive style of the employees can help managers allocate appropriate individuals to various tasks.
Originality/value
While it has been conceptually argued that cognition is an important antecedent of individual innovativeness, emphasis in this stream of research is predominantly on cognitive abilities. This study extends previous research by empirically testing the impact of cognitive style on individual innovativeness.
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– 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
Using a survey conducted on 436 candidates belonging to 126 teams, He et al. (2014) found that cognitive and affective conflicts have different implications for team innovations. Further, conflict management styles moderate these relationships. Given the emphasis on innovation in organizations and the realization that innovation can offer sustainable competitive advantage, the findings of this research by He et al. (2014) have implications for practitioners and organizations.
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.