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Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

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This study seeks to examine the locational determinants of outward foreign direct investment (OFDI) of Indian pharmaceutical companies (IPCs); best known for their technological leapfrogging and widely acclaimed as one of the most successful representations of emerging market multinationals. Research on the specific ownership advantages of Indian multi-national enterprises (MNEs) and their internationalization strategies is catching up and there still exists a knowledge gap concerning the choice of investment destination and motivations behind their acquisitions. This study tries to address this gap by attempting to build a locational choice model which best explains the spatial distribution of Indian pharmaceutical acquisitions. Based on theoretical insights, 13 important variables measuring the host country characteristics such as economic, political, institutional and cultural environment of 33 countries for the period 2000-2012 have been considered. Panel regression has been employed to empirically analyze the host country-specific determinants. Our results highlight the importance of strategic assets of the host countries as the key determinants for the Indian pharmaceutical firms who appear to be targeting the developed countries through the inorganic route to overcome their inadequate product development capabilities. The presence of a conducive economic environment, a common language and openness of the host countries also seem to impact the choice of location. Interestingly, geographical distance, group affiliations and institutional variable corruption had no impact on the locational choice of the host country. The findings of the study may be extended to other studies on the internationalization strategies of firms arising from other emerging economies.

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