Purpose
A review of the emerging scholarly literature on positive organizational scholarship indicates a need to pursue cognitive, emotional and motivational mechanisms which translate into positive states and outcomes in organizations. Responding to this, this paper aims to test a mediation model linking resilience and organizational citizenship behaviors (OCB) through subjective well-being (SWB) components (i.e. life satisfaction and affect balance) and organizational commitment (OC) components.
Design/methodology/approach
Data were collected from 345 employees working in the Indian manufacturing industry. The study used structural equation modeling using AMOS to conduct bootstrapped mediation analyses.
Findings
Results showed that SWB and OC components mediated the resilience-OCB relationship. Results offered strong support for the role of affect balance (high positive and low negative affect) and affective commitment in mediating the influence of resilience on OCB.
Originality/value
The study not only tested the applicability of resilience in an organizational context to predict coveted positive outcomes but also identified the underlying mechanism as how psychological resource capacities like resilience contribute to OCBs.
Purpose
Within the globalized commercial context, Japanese business activity in India has increased significantly. The purpose of this paper is to highlight common attitudinal traits that would facilitate orientation of Indian executives towards Japanese management methods through, for instance “reverse adaptation”, using an approach other than cultural dimensions that have emerged in recent decades and consider how these play out in change management contexts.
Design/methodology/approach
A literature review was undertaken which found significant parallels between traditional Indian philosophy and modern Japanese management methods, inter alia long-term orientation, equanimity and Nemawashi (pre-arranged participative decision making) and shared spiritual dimensions. The paper employed a methodology of participant observation and semi-structured interview approaches contextualized through lived experience methodology (Van Manen, 2015). These events are described and analysed narratively using a blend of qualitative participant observation and reflexive critical incident review.
Findings
The findings, by examining the confluence of Indian and Japanese management, provide an innovative avenue of research and theory for change management.
Research limitations/implications
The research employs an inductive methodology which employs vignettes to examine Indo-Japanese contexts. The limits to generalization are recognized within the study. The paper offers important implications on Indo-Japanese collaboration and change management.
Practical implications
These findings have important practical implications for Indian and Japanese managers who will be able to engage better within the dynamics of the Japanese work environment in Japanese subsidiaries in India. These same insights could also potentially facilitate wider examples of working in Japanese environments, either in Japan or outside Japan. At a more general level, the findings are relevant to all foreign investors in India for enhanced employee engagement by providing insights into spiritual values of Indian managers and their impact on change management situations.
Social implications
There is emerging research on how traditional Indian philosophy tenets can be found in modern (western) management. This paper provides reasons, based in the extant literature, to believe that modern Japanese methods can trace their origin in Buddhist Indian philosophical thought and offer important implications for managing change.
Originality/value
The paper offers in-depth original insights into Indo-Japanese collaborative contexts.
Purpose
Though there is emerging research that induces a postulation for a Vedic–Buddhist (V–B) cultural cluster, good theory development requires not only generalizability but also strong explanation. This paper aims to address the explanation gap to strengthen emerging theory development.
Design/methodology/approach
Religion-derived spiritual philosophy travel is traced from historical origins in India to contemporary Japanese management practice and its underpinning values.
Findings
The enhanced explanation developed in this paper finds a clear trace of spiritual values with roots in India surfacing in contemporary Japanese management as identified in extant cross-cultural management (CCM) literature.
Research limitations/implications
This paper offers important explanation to strengthen emerging theory on the novel idea of a V–B CCM cluster.
Practical implications
The strengthening of explanation for emerging theory adds to the case for modification of the traditional CCM meta-narrative that has positioned India and Japan in separate cultural clusters.
Social implications
Strengthening the postulation of a V–B cultural cluster potentially lubricates foreign investment from Japan to India contributing to achievement of United Nations Sustainable Development Goal no. 17 that pertains to international partnerships. Additionally, the findings raise questions for public policymakers who in modern times occlude religion from the public sphere.
Originality/value
This paper offers novel explanatory perspectives for emerging CCM theory, potentially expanding the spiritual philosophy avenue of management research.
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