Do Non-work Practices in MNCs Operating in India Impact Organizational Commitment?

The present paper establishes the concept of Non-work Practices and explores its impact on organizational commitment. Drawing upon research conducted in four multinational corporations operating in India, the paper examines the degree to which non-work practices are accepted by Indian employees and their relationship with organizational commitment.  Concurrent mixed methodology was adopted in which both qualitative and quantitative data were collected. Template analysis was carried out to interpret employees’ feelings and experiences, and to identify the emerging trends. Factor analysis was carried out to find factors of non-work practices, and regression analysis was carried out to study relationship between organizational commitment and non-work practices. The article discusses the findings related to non-work practices: how these practices are experienced and perceived by Indian employees and what is their impact on the commitment of employees, which would in turn affect the effectiveness of the organization. It was found that since most of the non-work practices were transplanted from the parent company, they were perceived as alien (except in the Anglo-American MNC).  Host country employees showed little enthusiasm in carrying out those practices and hence these had no positive impact on their organizational commitment

Making academic research more relevant: A few suggestions

AbstractAcademic research in the domain of management scholarship, though steeped in scientific and methodological rigour, is generally found to be of little relevance to practice. The authors of this paper have revisited the rigour-relevance debate in light of recent developments and with special reference to the management research scenario in India. The central thesis of the argument is that the gulf between rigour and relevance needs to be bridged to make academic research more relevant to business organizations and practitioners. They have offered some suggestions to enhance the relevance of academic research to practice

A paradigmatic and methodological review of research in outsourcing

Yadav, V ORCiD: 0000-0001-5237-1186Due to the growing academic and practitioner interest in the field of outsourcing, there is a need to do a comprehensive assessment and synthesis of research activities to date. This article addresses this need and examines the academic literature on information systems outsourcing and business process outsourcing using a paradigmatic and methodological lens. The objective of this article is fourfold. Firstly, it examines the status of outsourcing research from 1995 to 2005 in eight leading academic journals, to compare the current research trends with past research directions in terms of methodologies applied. Secondly, it ana- lyzes the research paradigms adopted in these research papers using the Operations Research Paradigm framework. Thirdly, it compares and contrasts the outsourcing research work published in three leading European journals with the work published in three leading American journals. Finally, it uncovers the implications of this study and the directions for future research

Voice and Data Solutions (India)

VDS Inc., based in California, US, was founded by three Indian entrepreneurs in January 2000. The company provided VoIP (Voice over Internet Protocol) solutions to wireless, wire line and cable service providers in the US, Europe, and recently, Asia. VDS India, based in Noida, India, was established in September 2000 as the offshore product development base of VDS Inc. The product portfolio of VDS Inc. was steadily growing and gaining recognition in the industry. As a result, the product development base in India was becoming more important than ever. A new CEO, David Joseph was appointed in October 2003 to head VDS India. To standardize work processes to cope with growth in demand and to control attrition rates, David undertook initiatives such as the establishment of a human resources team, setting up of a technical documentation team, the tightening of team processes pertaining to induction and job allocation, and the initiation of organizational processes of employee performance appraisals.David noticed that changes were not easy to implement. Outsourcing of the human resources team and problems of coordination between the technical documentation team and the engineers posed major challenges to David. Integration of communication and information with VDS Inc. also was another area of concern. The case is useful for the examination of human elements in the implementation process.Organizational Change, Implementation Process, Voice over Internet Protocol

Privatization of Chemco birth, growth and sale of an Indian PSE

Since 2000, fourteen Central Public Sector Enterprises have been divested to Private sector strategic partners in India. However, there is a paucity of empirical work on the process of privatization and changes that take place post privatization. A study was carried out to trace the genesis, growth, eventual sale of a PSE to its competitor. The findings were presented using the Burke-Litwin model. Our study showed that the performance and morale of the PSE declined during the privatization phase. Post privatization experiences of the PSE indicated that there was a marked improvement in the efficiency, leading us to conclude that the PSE changed from being a proud family of nation builders to an efficient factory with obedient workers