Pub Date : 2022-06-16DOI: 10.1177/22779752221090338
Snigdhamayee Choudhury
Recent studies have addressed the technological and cognitive motivational factors influencing e-learning. However, research investigating the comparative analysis of psychological factors that influence the academic motivation of e-learners and their interconnection has not been reported. Considering the array of psychological challenges faced by the student community in the current pandemic, a detailed look at the sudden transition and its impact on the academic motivation of learners is imperative. This paper examines the impact of psychological factors on the academic motivation of learners in pre-COVID and COVID times. Further, the significant difference in academic motivation during the period is also studied. A structural equation modelling (SEM) analyses the data obtained in two phases—phase 1 (Pre-COVID) and phase 2 (COVID)—from executive business management students of India. To the best of our knowledge, this is the first study that looks at the academic motivation of learners using three different theoretical lenses. Findings suggest that all psychological factors influence the academic motivation moderately/strongly during both the phases, except attention during pre-COVID. However, increased focus on attention and need for relatedness is suggestive during exigencies like COVID. The validity of second order measures, that is, extrinsic motivation, intrinsic motivation and amotivation, fortifies the findings and makes a substantial contribution to the body of the knowledge in e-learning motivation. The study details the research and practical implications of the findings.
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Pub Date : 2022-05-14DOI: 10.1177/22779752221095277
P. Rameshan
This paper analyses the personal strategy driving COVID-19 crisis behaviours of 20 country leaders. It explains the concept of personal strategy and establishes its theoretical basis. It also reviews leaders’ COVID-19 action contexts, actions and associated dynamics to infer the personal strategy driving their behaviour. The article finds the best personal strategy for COVID-19 crisis management as ‘crisis resolution’ and its variants adopted by leaders with a track record in crisis management or facing serious political compulsions—the latter, with a ‘career turnaround’ motive, were focused on erasing unfavourable political image. Leaders following personal strategies of self or negative orientations were the least successful or most unpopular. The article categorizes personal strategies broadly as crisis-focused, negative-focused, ideology-focused and mixed-focused, and it shows that personal goals and personal strategies of country leaders could be interpreted with existing theories. Drawing from a previous study on the same 20 leaders, the article shows that personal strategy of ‘crisis-focus’ is associated with positive styles of crisis action and leader behaviour, ‘negative-focus’ is related to negative action and behavioural styles, and ‘mixed-focus’ is linked to ‘strategic’ actions and transactional behaviour. Except for ideology-focus, leaders’ choice of personal strategy is not found exclusively related to the developmental or geopolitical status of their countries, which proves that personal strategy is a leader phenomenon. Differences in personal strategy among leaders led to different results in different countries—positive orientation resulted in positive outcomes and negative focus caused negative outcomes. The article concludes that personal strategy as a medium of transmitting leader traits into leader behaviour through support of personal goal can fill the gap in the current literature in connecting personal traits to leader behaviour.
{"title":"Leadership Behaviour in Covid-19 Crisis Response: A Personal Strategy Proposition","authors":"P. Rameshan","doi":"10.1177/22779752221095277","DOIUrl":"https://doi.org/10.1177/22779752221095277","url":null,"abstract":"This paper analyses the personal strategy driving COVID-19 crisis behaviours of 20 country leaders. It explains the concept of personal strategy and establishes its theoretical basis. It also reviews leaders’ COVID-19 action contexts, actions and associated dynamics to infer the personal strategy driving their behaviour. The article finds the best personal strategy for COVID-19 crisis management as ‘crisis resolution’ and its variants adopted by leaders with a track record in crisis management or facing serious political compulsions—the latter, with a ‘career turnaround’ motive, were focused on erasing unfavourable political image. Leaders following personal strategies of self or negative orientations were the least successful or most unpopular. The article categorizes personal strategies broadly as crisis-focused, negative-focused, ideology-focused and mixed-focused, and it shows that personal goals and personal strategies of country leaders could be interpreted with existing theories. Drawing from a previous study on the same 20 leaders, the article shows that personal strategy of ‘crisis-focus’ is associated with positive styles of crisis action and leader behaviour, ‘negative-focus’ is related to negative action and behavioural styles, and ‘mixed-focus’ is linked to ‘strategic’ actions and transactional behaviour. Except for ideology-focus, leaders’ choice of personal strategy is not found exclusively related to the developmental or geopolitical status of their countries, which proves that personal strategy is a leader phenomenon. Differences in personal strategy among leaders led to different results in different countries—positive orientation resulted in positive outcomes and negative focus caused negative outcomes. The article concludes that personal strategy as a medium of transmitting leader traits into leader behaviour through support of personal goal can fill the gap in the current literature in connecting personal traits to leader behaviour.","PeriodicalId":190206,"journal":{"name":"IIM Kozhikode Society & Management Review","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128319173","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-01DOI: 10.1177/22779752221095295
Ajay Arora
R. Wiedeman, Billion Dollar Loser: The Epic Rise and Spectacular Fall of Adam Neumann and WeWork, 2020. London: Hodder & Stoughton, 352 pp., ₹699. ISBN: 978-1529385076.
R. Wiedeman，《十亿美元输家:亚当·诺伊曼和WeWork的史诗般的崛起和壮观的衰落》，2020年。伦敦:霍德和斯托顿，352页，699卢比。ISBN: 978 - 1529385076。
{"title":"Book review: R. Wiedeman, Billion Dollar Loser: The Epic Rise and Spectacular Fall of Adam Neumann and WeWork","authors":"Ajay Arora","doi":"10.1177/22779752221095295","DOIUrl":"https://doi.org/10.1177/22779752221095295","url":null,"abstract":"R. Wiedeman, Billion Dollar Loser: The Epic Rise and Spectacular Fall of Adam Neumann and WeWork, 2020. London: Hodder & Stoughton, 352 pp., ₹699. ISBN: 978-1529385076.","PeriodicalId":190206,"journal":{"name":"IIM Kozhikode Society & Management Review","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128954744","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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