Leading for Innovation

Minai, Mohammad Haris; Singh, Shailendra; Varma, Arup

doi:10.1057/978-1-137-56561-7_3

Cited by 4 publications

(2 citation statements)

References 95 publications

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“…Conversely, we have focused on CPE and sustainable IWB based on the model of individual creative action, wherein Ford [17] states that employees get to choose from two competing options to be creative: either to deviate from routine work [18] or to be conventional [19]. This model shows that creative action is the product of sense-making processes, motivation, knowledge, and ability [20]. Thus, the current study presumed that IWB and CPE are the decisions of individuals, given that TL allows its followers to assume more flexibility and responsibility [21][22][23].…”

Section: Introductionmentioning

confidence: 99%

Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country

Uddin

Das

et al. 2019

Sustainability

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Inadequate and inconclusive studies of the role of transformational leadership (TL) on employee creative process engagement (CPE) and sustainable innovative work behaviour (IWB) have motivated the authors to further advance knowledge in this aspect of the workplace. In doing so, the present study seeks to extend the understanding of innovative work behaviour by the involvement of TL and its subordinates through engaging employees in the creative process. The authors adopted the deductive reasoning approach to measure the observed relationships using structural equation modelling (SEM) through SmartPLS 2, a second-generation integrated regression model for statistical measurement. The results from self-report and others’ reported questionnaires reveal that transformational leaders can engage their subordinates in the creative process and sustainable innovative outcomes by influencing employee intrinsic motivation and proactive behaviour. However, the mediating effect of CPE on TL and IWB is not supported. Lastly, the authors discuss the findings and contributions of these empirical findings in theory and practice. In addition to the potential implications of the examined results, this study also recommends directions for further research in the light of its limitations.

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Section: Introductionmentioning

confidence: 99%

Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country

Uddin

Das

et al. 2019

Sustainability

View full text Add to dashboard Cite

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“…Overall, our findings contribute to the literature on international HRM in several distinct ways—first, we show how the practice of sponsoring guest workers for H‐1B and L‐1 visas is dependent on the unique context of multinational firms (Jackson & Schuler, ) and their strategic missions. Next, we add to the growing literature on innovation (see, for example, Minai, Singh, & Varma, ; Pingali, Rovenpor, & Shah, ), by demonstrating firms sponsor guest workers with different objectives in mind, such as innovation or cost‐reduction. In other words, firm‐level differences in strategic objectives can determine the impact of skilled guest workers on innovation and/or productivity.…”

Section: Resultsmentioning

confidence: 99%

H‐1B and L‐1 visa‐sponsored guest workers in the USA: An analysis of the strategic impact of Indian and other firms

Norlander

Varma

2019

Thunderbird Intl Bus Rev

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Organizational sponsors of guest workers to the United States claim foreign‐born workers enhance productivity and innovation. Drawing upon a unique dataset of all organizational sponsors of guest workers in the United States from 1993 to 2008, we find a 10% increase in guest worker sponsorship is associated with a 2.2–3.1% increase in patenting within firms. Furthermore, we examine how organizational industry and country of origin are associated with the effects of guest worker sponsorship on organization‐level measures of innovation and productivity. Despite an overall within‐firm positive association between sponsorship and patenting, higher percentages of a firm's workers on visas are associated with lower patenting, but higher labor productivity. Firm‐level industry and country of origin heterogeneity is significantly related to the relationship between guest work sponsorship and both patent‐related and nonpatent investment in innovation such as research and development (R&D) expenditures. Semiconductor firms and universities spend more on R&D in conjunction with guest worker sponsorship, while semiconductor companies and hardware companies patent less. We discuss theoretical and human resource implications, and offer suggestions for future research.

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Lure of country of origin: an exploratory study of ex-host country nationals in India

Varma

Tung

2020

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PurposeThe present study was designed to investigate the factors that prompt ex-host country nationals (EHCNs) to return to their country of origin, specifically, India. In order to identify specific factors that guide the decision to return, we examined several categories of reasons why members of the Indian diaspora who have lived/worked abroad may choose to return to India.Design/methodology/approachUsing a sample of 98 executives from Southern India, this exploratory study sheds light on the emerging phenomenon of “brain circulation” advanced by Saxenian (2005) where highly qualified professionals (human talent, in short) ply between their country of origin (COO) and country of residency (COR). The authors investigate (i) their overall impression of their COO, (ii) the reasons they believe their company transferred them to India in the event of company-sponsored relocations, (iii) the impediments they face in performing their jobs in their COO, and (iv) their level of satisfaction with various aspects of their assignment, whether company-sponsored or self-initiated assignments.FindingsThe findings of this study indicate that EHCNs were driven by several unique factors in their decision to return to their COO, including (i) quality of life, (ii) better career opportunities, (iii) remuneration and (iv) family reasons.Research limitations/implicationsThe findings of this study should help scholars develop theoretical models that can help explain the factors that determine the decision-making process of EHCNs related to returning to their COO. Furthermore, while our study was conducted in India, the factors guiding the decisions of the EHCNs are clearly universal, such as quality of life and opportunities for self.Practical implicationsOverall, the EHCNs in our sample were happy with their decision to return to live and work in India, thus suggesting that it would not be very problematic for the Indian government to attract them to return home to satisfy the growing demand for human talent associated with inward and outward foreign direct investment to/from India.Originality/valueGiven the Indian government's continuing efforts to attract qualified EHCNs to return to India and contribute to the growth of the economy, our study offers specific insights into what motivates individuals to return to their COO.

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Leading for Innovation

Cited by 4 publications

References 95 publications

Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country

Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country

H‐1B and L‐1 visa‐sponsored guest workers in the USA: An analysis of the strategic impact of Indian and other firms

Lure of country of origin: an exploratory study of ex-host country nationals in India

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