Reconceptualizing Profit-Orientation in Management: A Karmic View on "Return on Investment" Calculations

From the perspective of the present day, Puritan-inspired capitalism seems to have succeeded globally, including in India. Connected to this, short-term profit-orientation in management seems to constrain the scope of different management approaches in a tight ideological corset. This article discusses the possibility of replacing this Puritan doctrine with the crucial elements of Indian philosophy: Karma and samsara. In doing so, the possibility of revising the guiding principles in capitalist management becomes conceivable, namely the monetary focus of profit-orientation and its short-term orientation. This perspective allows a detachment of the concept of profit from the realm of money, as the seemingly only objectifiable measure of profit. Furthermore it allows a removal of the expectation that every "investment" has to directly "pay off". A karmic view offers management a possible facility for being more caring about the needs and fates of other stakeholders, as profit-orientation would no longer be attached as a factual constraint to merely accumulate money. (author's abstract

High-Performance Work Systems and Organizational Performance in Emerging Economies: Evidence from MNEs in Turkey

This study examines the association between the usage of high-performance work systems (HPWS) by subsidiaries of multinational enterprises (MNEs) in Turkey and employee and subsidiary level outcomes. The study is based on a survey of 148 MNE subsidiaries operating in Turkey. The results show that the usage of HPWS has a significant positive impact on employee effectiveness. However, their impact on employee skills and development, and organizational financial performance are far less clear. Our findings highlight the extent to which HWPS need to be adapted to take account of context-specific institutional realities. © 2014 Springer-Verlag Berlin Heidelberg

The relativity of HR systems: conceptualising the impact of desired employee contributions and HR philosophy

In this paper, we offer a framework for conceptualising and investigating the relativity of human resource (HR) systems across organisations and some of the reasons behind this relativity. We do so by extending the behavioural perspective in strategic HR management research and argue that two variables, HR philosophy and desired employee contributions, play an instrumental role in organisational choices regarding the types of HR policies used to manage employees within and across organisations. We propose that the dimensions of desired employee contributions determine which sets of HR policies are feasible while HR philosophy governs the specific choices of HR policies within firms. Future directions and implications are also discussed

The effect of company recruitment web site orientation on individuals' perceptions of organizational attractiveness

C1 - Refereed Journal Articl