Organizational Diagnosis: A Case of Infosys, India

Kumari, Neeraj

doi:10.13106/jafeb.2018.vol5.no1.53

Cited by 4 publications

(4 citation statements)

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“…The results found no relationship between adoption of innovation types and decentralized decision making, managerial attitudes toward change, and information on the external parties. Company leaders who try to adopt technical process innovation do not need to worry in modifying the centralization of decision making, managerial attitudes, and information on external parties (Kumari, 2018). This also applies equally to managers who try to adopt other types of innovation.…”

Section: Organizational Structure and Service Innovation Strategymentioning

confidence: 99%

“…On the one hand, increasing decentralization in organizations will often be able to achieve effectiveness and efficiency. Employees will be happy because there is frequent transparent, innovative reciprocal communication, and that organizational performance should improve even if there is no guarantee (Steers, 1980;Kumari, 2018).…”

Section: Organizational Structure and Service Innovation Strategymentioning

confidence: 99%

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Service Innovation Strategic Consensus: A Lesson from the Islamic Banking Industry in Indonesia

Muafi¹,

Diamastuti²,

Pambudi³

2020

JAFEB

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This study aims to analyze the agreement of service innovation using contingency approach (manager personality, organizational structure) moderated by leadership agility. The study has been carried out on Islamic banking companies' managers in Indonesia, from East Java and Yogyakarta region using purposive sampling technique with questionnaire and interviews as the method of data collection. The total number of respondents in the sample is 184. This sample is then analyzed using Euclidience Distance Simple Regression and Simple Regression Moderation method. The results prove that: (1) there is a partial fit between incremental strategy with reactive personality and mechanical organizational structure, which increases the service performance; (2) there is a partial fit between radical strategy with proactive personality and organic organizational structure, which increases the service performance; (3) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and reactive personality toward service performance; (4) leadership agility is able to strengthen the fit the relationship between radical innovation strategy and proactive personality toward service performance; (5) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and mechanical organizational structure toward service performance; and (6) leadership agility is able to strengthen the fit of the relationship between radical innovation strategy and organic organizational structure toward service performance

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Section: Organizational Structure and Service Innovation Strategymentioning

confidence: 99%

Section: Organizational Structure and Service Innovation Strategymentioning

confidence: 99%

Service Innovation Strategic Consensus: A Lesson from the Islamic Banking Industry in Indonesia

Muafi¹,

Diamastuti²,

Pambudi³

2020

JAFEB

View full text Add to dashboard Cite

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“…To examine employees' RTC, this study chose to investigate the concept from the perspective of change recipients referring to the group of people taking charge of implementing or adapting to changes (Jacobs & Keegan, 2016;Kumari, 2017), since they are the most appropriate to measure their own perceived resistance (Armenakis & Harris, 2009;Oreg et al, 2011). When reviewing extant literature on RTC, in their pioneering works, Coch and French (1948) initially proposed that potential sources of resistance come from both the individual and one's environment -contextual factors.…”

Section: Resistance To Changementioning

confidence: 99%

The Effect of Contextual Factors on Resistance to Change in Lean Transformation

Tran¹,

Pham²,

Bui³

2020

JAFEB

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The purpose of this paper is to uncover whether and how contextual factors (information exchange, participation, trust in management, and training), relate to resistance to change. It also explores the mediating effect of perceived impact of change on the relations between contextual factors and resistance to change. This study is conducted in several manufacturing plants in food processing industry in Vietnam, which is implementing a top-down large-scale change -Lean transformation, adopting Total Productive Maintenance (TPM) program, to be specific. The findings suggest that all four contextual factors are negatively associated with resistance to change, in which training had the strongest impact. Also, the perceived change impact partially mediates the relationships between the four contextual factors and resistance to change. The practical implications of this paper are that employees who receive adequate, timely and useful information relating to change are less likely to show opposing behaviors towards change. Fostering trust in management among employees, and employee involvement in decisionmaking, also have a significant influence when addressing employee resistance to change. Employees who are well-trained, well-equipped with tools and knowledge about the change, are less likely to resist as they view the benefits of changes more significant than the risks.

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“… Backing the turn of events and utilization of straightforwardly authorized instructive materials to advance inventive and innovative freedoms for all students and quicken the turn of events and reception of new open innovation based learning devices and courses. Kumari (2018) The workers are very little clear about their objectives and the motivation behind the organization. The representatives are not happy with the current design and the division of the work in the organization, and furthermore with the current prize instrument of the organization.…”

Section: Introductionmentioning

confidence: 99%

Effect of Fertilizer Application and Interplanted Cassava on Growth and Yield of Plantain in Oil Palm Based System

Aondona¹,

Odedina²,

Elemo³

et al. 2021

SJBMM

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Due to the slow growth and long gestation period of oil palm farmers are often faced with challenges of weed control before oil palm canopy closure hence the need to introduce plantain as component crop with the oil palm. A two years trial was conducted in in Ovia North East LGA, Edo State, Nigeria (Latitude 6.636oN, 6.909oN and Longitude 6.182oE, 6.364oE) to evaluate the effect of NPKMg fertilizer and interplanted cassava on growth and yield of plantain in oil palm based system. The treatment consisted of NPKMg fertilizer as the main block treatment (with and without NPKMg fertilizer) and crop combinations [oil palm/plantain (OPP) and oil palm/plantain/cassava (OPPC)] as sub block treatments. The treatments were laid out in split block arrangement in RCBD replicated thrice. Data were collected on plantain plant height, number of leaves/pseudostem, leaf area index, number of suckers/pseudostem, number of days to 50% flowering of main psuedostem and first ratoon plants, number of days to first appearance of peeper sucker from main pseudostem, number of leaves at flowering from main pseudostem and first ratoon plants, finger weight (kg/bunch), finger circumference/finger (cm), finger length/finger (cm), number of fingers/bunch, biomass weight (t/ha), number of bunches/ha and bunch yield (t/ha). NPKMg fertilizer significantly increased (p<0.05) the growth and number of sucker produced. Plantain planted in OPP combination had taller plant and more number of suckers (first ratoon plant and second ratoon plant, respectively) relative to those in OPPC combination while plantain planted in OPPC combination lead to delayed appearance of peeper suckers, delayed fruiting of plantain and resulted to 18, 15.8, 1.6, 6, 8.3 and 12 % increase (p<0.05) in plantain bunch weight, finger weight, finger circumference, finger length, number of fingers and biomass weight, respectively relative to those in oil palm/plantain (OPP) combination.

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Organizational Diagnosis: A Case of Infosys, India

Cited by 4 publications

References 0 publications

Service Innovation Strategic Consensus: A Lesson from the Islamic Banking Industry in Indonesia

Service Innovation Strategic Consensus: A Lesson from the Islamic Banking Industry in Indonesia

The Effect of Contextual Factors on Resistance to Change in Lean Transformation

Effect of Fertilizer Application and Interplanted Cassava on Growth and Yield of Plantain in Oil Palm Based System

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