IIM Indore seeks to be a contextually-relevant business school with world-class academic standards that develops socially-conscious managers, leaders and entrepreneurs. IIM Indore is committed to: Excellence in management education, research, and training, Use of contemporary participant-centric pedagogies and teaching methods, A presence in emerging segments of management education.

IIM Indore

This paper presents an exploratory model to assess the impact of cultural compatibility in determining the success of a merger between two organisations. Mergers have been extensively researched for financial and operational compatibility. However, not many studies have focused on cultural compatibility as a determinant of success in mergers, though data suggests that one of the primary reasons for the high failure rates of mergers is cultural mismatch between the two merging organisations. This model has been developed by drawing inferences from existing literature and proposes a causal effect between cultural match and success of a merger. The cultural dynamics framework has been used to analyse four specific cases of Inter-Organis ational Relationships (IORs) for varying culture combinations. It is proposed that cultural compatibility would be directly related with success of the IOR and an IOR between incompatible cultures would be smooth if their respective modes of acculturation are on the path of least resistance. As the next step it is suggested that hypothesis may be drawn around this model to test it empirically.&nbsp;

Organizational Behaviour and HRM

Vilakshan, XIMB Journal of Management

Cultural Compatibility and Inter-Organisational Relationship (IOR) Success

Managerial resourcefulness has been defined as the ability of a manager to employ self-regulating practices in order to enhance performance at the workplace. Existing literature has conceptualized managerial resourcefulness in terms of affective competence, intellectual competence and action-oriented competence. Emotional intelligence refers to an individuals’ ability to understand emotions, be aware of the feelings of others, differentiate between them and use this information to guide one’s thinking and behaviour. This article attempts to compare the construct of managerial resourcefulness with that of emotional intelligence. Comparisons are made across the various dimensions of both constructs to assess the extent of overlap between them. Review of the existing literature reveals that while there is a significant degree of overlap among dimensions of the two constructs, emotional intelligence differs with respect to its multiple-level treatment. Emotional intelligence is treated at a more general level than managerial resourcefulness and is deemed to be all-inclusive in nature, while managerial resourcefulness looks at competencies in specific managerial tasks of problem solving, people-management and emotional self-control.

Comparison of Managerial Resourcefulness with Emotional Intelligence

The relationship between organizational culture and organizational effectiveness has been investigated extensively in the past decade. Most of the studies have been in a business organization context and consider both culture and effectiveness as global variables. This study attempts to examine the culture-effectiveness relationship in the context of non-business organizations. The purpose of this study has been to explore directions for future research, rather than to find conclusive evidence. Thus, the focus was to find directions from a relatively small sample of two organizations, rather than provide conclusive evidence from a large sample. Accordingly employees from two not-for-profit organizations were interviewed to gauge the impact of organizational culture on organizational effectiveness. Organizational culture was dimensionalized into the six dimensions of workplace autonomy, adaptability within the organization, discipline at the workplace, economy in approach, perceptions of fairness and prospects for individual growth. After discussion with the key personnel of the organizations, effectiveness was defined in terms of achievement of stated goals. Accordingly, the dimensions of organizational effectiveness were taken as, increase in legal awareness, empowerment of beneficiaries and internal effectiveness or cost control. Workplace autonomy, perceptions of fairness and individual growth were found to have a significant impact on increasing legal awareness and empowering the beneficiaries, which are parameters of external effectiveness. Adaptability within the organization was expected to have a significant positive impact on the effectiveness dimension of empowerment of beneficiaries. However, this was found to be only moderately supported. Economy in approach and discipline at the workplace were found to have a strong correlation with internal effectiveness. More positive organizational culture, thus, was found to have a significant impact on organizational effectiveness.&nbsp;

World University root node

Asia Academy of Management Conference

An empirical investigation of not-for-profit organizations: Impact of Organizational Culture on Organizational Effectiveness

Scholars in the ﬁeld of work motivation unanimously agree that the research on work motivation has hit a plateau because over a period of time research in this area has focused only on reﬁnements of existing theories which predominantly deal with extrinsic aspects of work motivation based on self interest. However, there are a growing number of scholars who have begun to challenge the notion of explaining all human behaviours solely on the basis of self interest. It is argued that the over reliance on self interest has constrained the theory development in work motivation and there is a need for examining other perspectives for theory development in this area. It is in this context that the theory of deontic motivation proposed by Schwartz (1983) calls for a scientiﬁc investigation.&nbsp;

Indian Institute of Management Indore,

WORK AS DUTY: A STUDY ON ‘DEONTIC WORK MOTIVATION', ORGANIZATIONAL SOCIALIZATION AND EMPLOYEE COMMITMENT

This study investigates how organizational justice affects employees ‘job satisfaction. A mediator model is proposed in which quality of work life acts as a mediating variable between organizational justice and job satisfaction. The relationship between these variables is available in dyadic pairs in the literature, but there is no such study that talks about the nature of relationship between all the three variables, speciﬁcally quality of work life as a mediating variable. Based on this premise, the present study attempts to explore such a relationship. The results are based on the data collected from 139 managerial employees from public sector units located in India. As one of the objective of this study, five factors of quality of work life have been identiﬁed. Results confirmed the mediating role of quality of work life in organizational justice-job satisfaction relationship.&nbsp;