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Article
Publication date: 23 May 2018

Sunil Budhiraja and Ujjwal Kumar Pathak

The purpose of this paper is to highlight the process and challenges faced by Indian family-owned businesses (FoBs) during succession planning and examine the recent advancements…

724

Abstract

Purpose

The purpose of this paper is to highlight the process and challenges faced by Indian family-owned businesses (FoBs) during succession planning and examine the recent advancements in succession planning of successful Indian FoBs.

Design/methodology/approach

The authors make use of recent developments in terms of succession planning by FoBs to prepare their impartial comments and summary.

Findings

It is evident that India has the third highest number of FoBs after China and the USA. The challenges for these organizations during the transition of the ownership to the next generation start from finding a competent family member to manage the conflict between the family and the board.

Practical implications

The paper provides strategic insight into leading FoBs in India for creating a systematic and robust succession plan in their respective 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

Human Resource Management International Digest, vol. 26 no. 4
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 4 March 2019

Sunil Budhiraja

This paper aims to discuss various determinants of organizational readiness to change for India small and medium enterprises (SMEs) and proposes a framework to strengthen the…

565

Abstract

Purpose

This paper aims to discuss various determinants of organizational readiness to change for India small and medium enterprises (SMEs) and proposes a framework to strengthen the employees’ readiness to change which is integral to organizational readiness for change (ORC).

Design/methodology/approach

This paper is based upon the subjective viewpoint of the author.

Findings

The paper brings forward the opportunities and challenges of Indian SMEs with a suggestive framework on employee readiness for change (ERC).

Practical implications

The paper will help SMEs consider a framework to assess ERC before implementing a change.

Originality/value

The exists no framework for Indian SMEs to look-up as a benchmark to assess their ORC and ERC. Hence the paper will contribute to the literature and will be a handy reference for SMEs.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 2
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 29 May 2020

Sunil Budhiraja

The article presents and discusses the concept of employee change-efficacy as an outcome of a series of interactions between employees and their respective line managers.

495

Abstract

Purpose

The article presents and discusses the concept of employee change-efficacy as an outcome of a series of interactions between employees and their respective line managers.

Design/methodology/approach

The article draws from the extant literature on change-efficacy and builds a procedural framework for achieving change-efficacy based upon the author’s independent viewpoint.

Findings

Most organizations are struggling with change resistance and they are investing in employee readiness to change without following a practical topology. The article prescribes a sequence of steps and a practical guide which integrates the efforts of line managers with employees to strengthen employees’ change-efficacy.

Research implications

The article contributes to the scarce literature on change-efficacy and indicates a framework which can be tested empirically by researchers.

Originality/value

The author introduces change-efficacy as the most important investment for employee readiness for change and suggests how organizations should channelize their change management efforts to successfully implement change.

Details

Development and Learning in Organizations: An International Journal, vol. 35 no. 2
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 25 April 2022

Sunil Budhiraja and Neerpal Rathi

By integrating job demands-resource (JD-R) theory and organizational change approach, the paper investigates determinants of positive mental health (PMH) of employees experiencing…

667

Abstract

Purpose

By integrating job demands-resource (JD-R) theory and organizational change approach, the paper investigates determinants of positive mental health (PMH) of employees experiencing unpredictable organizational change (i.e. transition from physical work to remote work and other associated changes during the Covid-19 pandemic). The paper aims to examine the direct and indirect effects of continuous learning (CL) and mindfulness (MF) on PMH of employees via their perceived change-efficacy (CE).

Design/methodology/approach

Time-lagged primary data were collected from a cohort of information technology employees experiencing organizational change in the past one year. During the first stage, data was collected on variables, including CF, MF and CE, whereas response on PMH of employees was collected after one month. AMOS-24 has been used to assess the measurement model and perform the analysis.

Findings

At the outset, the study affirms that CL, MF and CE significantly contribute toward PMH of employees. The mediation analysis suggests that CE significantly mediates both relationships (i.e. CL-PMH and MF-PMH).

Practical implications

First, CL and MF are key to recovering from a crisis and enhancing PMH of employees. Second, employees’ CE is an essential ingredient for organizations to successfully implement organizational changes while amplifying the PMH of employees.

Originality/value

The study is one of its kind which examines the antecedents of employees’ mental health during organizational change while examining the mediating role of their CE. The findings contribute substantially to the literature of organizational change and JD-R theory by integrating and extending it to organizational change context.

Details

foresight, vol. 25 no. 3
Type: Research Article
ISSN: 1463-6689

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Article
Publication date: 12 April 2022

Sunil Budhiraja and Neerpal Rathi

The study aims to examine the association between learning culture and adaptive performance of delivery employees during crises situation. The study develops and tests a model…

751

Abstract

Purpose

The study aims to examine the association between learning culture and adaptive performance of delivery employees during crises situation. The study develops and tests a model that explains how learning culture, through change-efficacy and meaningful work, influences employees' adaptive performance (including how they handle crisis situations and deal with uncertainty).

Design/methodology/approach

Data was collected from 298 delivery employees working in e-commerce companies throughout India in a time-lagged manner. Regression analysis and structural equation modeling were performed to assess the influence of learning culture, change-efficacy and meaningful work on adaptive performance using SPSS 24. Further, PROCESS macro was used to test the parallel mediation effects through bootstrapping approach.

Findings

The study establishes a significant direct and indirect relationship between learning culture and adaptive performance for employees. Further, underpinning the transformative learning theory (Mezirow, 1997), and job characteristics theory (1976), this study came across two pathways for organizations to transform their learning efforts into improved adaptive performance for employees.

Practical implications

Organizations, particularly in crisis situations, can leverage employees' change-efficacy and meaningful work to connect learning efforts with employees' adaptive performance.

Originality/value

The study contributes significantly to existing theory on transformative learning and job characteristics theory while strengthening the literature on antecedents of employees' adaptive performance, particularly in crises situation.

Details

International Journal of Productivity and Performance Management, vol. 72 no. 8
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 6 November 2017

Sunil Budhiraja, Ujjwal Kumar Pathak and Neeraj Kaushik

The purpose of this paper is to examine the components of individual creativity which are commonly unrecognized and untapped by managers and organizations. A framework is…

853

Abstract

Purpose

The purpose of this paper is to examine the components of individual creativity which are commonly unrecognized and untapped by managers and organizations. A framework is suggested to leverage these components of creativity for organizational innovation through organizational learning and support.

Design/methodology/approach

This paper makes use of grounded theory based on three levels of feedback received from employees of six information technology (IT) companies in India. The paper makes use of qualitative responses (and narratives) received from software engineers, their respective project managers, and HR representatives on various components of individual creativity. Deliberation on the role of respective organizations is also included to tap and leverage the unrecognized components of creativity

Findings

The paper provides a framework for practitioners working in IT industries on how to leverage the untapped individual creativity to achieve greater process innovation.

Research limitations/implications

This paper is written from the perspective of the Indian IT industry.

Practical implications

The framework proposed in the study will help organizations to identify and use components to achieve organizational innovation.

Originality/value

In the context of the Indian IT industry, there has been little effort put into identifying and examining the untapped components of individual creativity to build sustainable innovative organizations. Moreover, the findings of the study will help IT companies to build robust models by using various learning interventions.

Details

Development and Learning in Organizations: An International Journal, vol. 31 no. 6
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 3 March 2021

Sunil Budhiraja

Continuous learning has been referred to as an integral phenomenon of learning organization. While a range of studies have associated continuous learning with employee…

1123

Abstract

Purpose

Continuous learning has been referred to as an integral phenomenon of learning organization. While a range of studies have associated continuous learning with employee performance; understanding of this relationship remains underdeveloped in the context of mergers and acquisitions. The present study investigates the relationship among continuous learning, change-efficacy and contextual performance of employees working with a recently merged bank and further explores the mediating role of employees' change-efficacy in relationship between continuous learning and contextual performance of employees.

Design/methodology/approach

A research model with underlying hypothesis is proposed by drawing upon the theory of transformative learning, social cognitive theory and theory of change management. Cross-sectional data was collected from bank employees undergoing integration in a post-merger phase.

Findings

The findings of the study suggest that continuous learning influences employees' change-efficacy and change-efficacy significantly mediates the relationship between continuous learning and contextual performance of employees. The empirical association drawn from the variables has been recognized by extant research as a brighter manifestation of learning organizations.

Research limitations/implications

The research is undertaken in a large Indian bank and the analysis is based on cross-sectional data which may not be generalized across a broader range of sectors and international environment.

Practical implications

The findings of the study have a potential to help HR practitioners to utilize continuous learning in change management by enhancing contextual performance of employees post-mergers and acquisitions.

Originality/value

The study is one of its kinds in a post-merger setup which captures the outcomes of continuous learning by either confirming or extending the existing theories.

Details

International Journal of Manpower, vol. 42 no. 6
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 28 June 2023

Sunil Budhiraja, Mahima Thakur and Mohini Yadav

Despite enormous literature on Human Resource Management (HRM) practices in the context of Mergers and Acquisitions (M&As), researchers have not come up with a synthesis that…

604

Abstract

Purpose

Despite enormous literature on Human Resource Management (HRM) practices in the context of Mergers and Acquisitions (M&As), researchers have not come up with a synthesis that integrates the role and importance of HRM practices during M&As. This study aims to identify, analyse and synthesise existing literature to discover associated HRM practices that facilitate organisational change during M&As.

Design/methodology/approach

Bibliometric analysis is performed using 473 research articles entailing 871 authors from 62 countries (published in Scopus and WoS listed journals), followed by a thematic cluster analysis using bibliographic coupling. The analysis is performed using different means as citation analysis, cluster analysis and keyword analysis to reveal the most significant publications, authors, keywords, trends and future research questions.

Findings

The results are primarily descriptive and aim at capturing a panoramic view of what was already written on the topic so far. The bibliometric analysis is conducted using different means like citation analysis, cluster analysis and keyword analysis to reveal the most significant publications, notable authors, keywords, current research trends and future research questions. Further, the bibliographic coupling analysis led to the identification of the following six clusters: (1) coping strategies during and post-M&As; (2) changes in individual and organisational identification during and post-M&As; (3) role of cultural and transformational leadership in M&As success; (4) HRM practices to develop employee capabilities post-M&As; (5) case studies and success stories of M&As; and (6) organisational readiness for M&As.

Practical implications

This study has theoretical and practical implications and suggests future research directions. The authors also propose an abstruse model for HRM practices during M&A process for further investigation.

Originality/value

This is the first bibliometric study to explore the vast extant literature in M&A research related to the role of HRM practices in the execution of successful M&As.

Details

Benchmarking: An International Journal, vol. 31 no. 7
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 29 September 2023

Sunil Budhiraja, Mohini Yadav and Neerpal Rathi

Becoming a learning organisation (LO) is an aspiration for every organisation as it offers internal capabilities, a competitive advantage and synergy gains to organisational…

332

Abstract

Purpose

Becoming a learning organisation (LO) is an aspiration for every organisation as it offers internal capabilities, a competitive advantage and synergy gains to organisational members. Scholars across the globe have tried to examine the outcomes of LO at various organisational levels. Still, the existing literature is fragmented, and there is no systematic understanding of the multi-level outcomes of LO. Therefore, this study aims to synthesise, analyse and categorise the scientific literature into various levels of outcomes of LO to provide a conceptual framework for use by future researchers and academicians.

Design/methodology/approach

The authors have performed bibliometric analysis using 603 research articles published in Scopus, entailing 1,345 authors from 77 countries, followed by a thematic cluster analysis using bibliographic coupling to understand the current research trends and to recommend a set of broad themes to provide direction for future researchers in this domain.

Findings

The results are largely descriptive and aim to capture a panoramic view of what has been written on the topic so far. The bibliometric analysis was conducted using different means like citation analysis, cluster analysis, and keyword analysis to reveal the most significant publications, notable authors, keywords, current research trends, and future research questions. Further, the bibliographic coupling led to the categorization of the outcomes of LO into the following four clusters (including sub-clusters): (1) Individual level learning outcomes (2) team-level learning outcomes, (3) organisational-wide learning outcomes and (4) inter-organisational learning outcomes.

Practical implications

Managers and practitioners (change agents) expect academicians and researchers to suggest a set of actions that integrates their learning efforts with business performance across diverse sectors and industries. So, future researchers may try and explain the findings of seminal studies identified in the most cited documents, to design choices and trade-offs that may address major hindrances in implementing the construct in true spirit. The researchers may collaborate with practitioners to study the outcomes of LO with a scientific and empirical lens. Finally, the study invites change agents and organisation development (OD) practitioners to document the outcomes of their efforts to create and leverage the outcomes of LO.

Originality/value

Researchers across the world have tried to examine the outcomes of LO at various levels in organisational setting including, measuring capabilities and attitudes at individual level, team capabilities and innovation, and organisational performance and sustainability, but still there is no tested conceptual framework which encompasses the various outcome levels of LO in one frame.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 11 no. 2
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 13 January 2022

Sunil Budhiraja

By integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees…

1509

Abstract

Purpose

By integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees. Furthermore, the study examines whether employees would exhibit greater task and contextual performance when organizational learning is blended with a specific coaching behavior of their manager.

Design/methodology/approach

Using primary data from 298 software engineers working in select information technology companies across India, the current study attempts to assess moderating effect of managers' coaching behavior in two relationships, including continuous learning and employees' task performance (CL-TP) and continuous learning and employees' contextual performance (CL-CP).

Findings

Result of exploratory factor analysis suggests that managers of select organizations exhibit two major types of coaching behavior: inspiration-based coaching behavior and facilitation-based coaching behavior. On the moderating role of coaching behavior, it is documented that facilitation-based coaching behavior significantly positively moderates both stated (CL-TP and CL-CP) relationships, whereas inspiration-based coaching behavior of supervisors has positive significant effect on CL-TP relationship but negatively moderates the CL-CP relationship.

Research limitations/implications

The extent to which the findings of this study can be generalized is constrained by the limited sample and organizational context.

Practical implications

The most important managerial implication for all learning organizations is that both kinds of coaching behaviors help improving the task performance of the employees, but managers should prefer facilitation-based coaching style in order to generate higher contextual performance of employees.

Originality/value

This study contributes to practitioners and existing literature by explaining how individual performance of employees is affected by the investment made by organizations in facilitating continuous learning.

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