IIMB Management Review最新文献

This research investigates the impact of strategic planning (SP) on the performance of financial institutions in Ethiopia. The study also investigates the mediating role of strategic innovation (SI) and the moderating role of a political environment (PE). The study used cross-sectional research that relied on surveys. This study expands the knowledge edge in the field of strategic management through the discovery that SP affects the performance of financial institutions directly and indirectly through the mediation of SI; and the PE has a moderating role in the relationship between SP and performance, which has a positive and significant effect.

This study examines the role of team sensemaking as an intermediary factor for the link of social environmental factors with team creativity. The findings of the study suggest that cognitive diversity and team autonomy have a positive relationship with team sensemaking and team sensemaking has a positive impact on team creativity. Further, autonomy and cognitive diversity are indirectly related to team creativity through team sensemaking. The results suggest that managers in knowledge-intensive industries should promote cognitive diversity and autonomy to develop team sensemaking, which in turn may stimulate creativity.

We examine the dynamics of time-varying currency beta across Indian industries. Through the Markov regime switching model we try to check whether currency beta is also regime-dependent, similar to other financial variables. The paper finds that currency betas are different in sign and magnitude for different industries. During different crisis periods, the nature of currency beta revealed different volatility for different industries. Results also exhibit strong evidence of regime switch behaviour of currency beta. The findings are important to hedgers and portfolio managers who want to hedge and diversify currency beta during normal and turbulent market situations in an emerging economy like India.

This study explores the possibility of offering business legal expense insurance (BLEI) in India to enable 63 million Micro, Small and Medium Enterprises (MSMEs) to hedge against litigation risk. MSMEs, at present, depend upon independent law firms in the event of litigation. Based on the annual legal expense of a sample of 1822 MSMEs, this study suggests that the potential size of the market for BLEI among MSMEs may range between ₹291 billion (US$3.84 billion) to ₹417 billion (US$5.50 billion). Enabling regulatory intervention and the efficiency of the legal system is key to the development of the market.

In this paper, we aim to present the use of structural equation modeling methodology to evaluate a conceptual model empirically, identifying factors critical to policy implementation. It is based on 311 responses from the mid-level implementers of the Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA), the flagship welfare programme of the Government of India.

Our research documents administrative and governance factors, strategic communication, planning, resources, well-defined networks and demographics of the implementers as critical to policy implementation. We expect it will promote the cause of implementation evaluation and encourage interdisciplinary methodologies for public policy evaluation purposes.

We conducted a two-phase study to investigate role of positive affect, helping behaviour, and voice on one's team inclusion. Business students (n = 105) nested in teams participated in the study and provided data through surveys at the beginning of a semester and once again after interacting with their teams for four months. Results establish that positive affect improves team inclusion via an increase in helping behaviour. It further shows that the indirect relationship between positive affect and team inclusion via helping behaviour is stronger only for high levels of voice.

Managing uncertainty is a critical leadership capability. Keeping the COVID-19 pandemic as the background, we conducted a panel discussion with senior corporate leaders to understand how they had approached challenging situations in the past, managed uncertainties, and how these learnings have contributed to their development as leaders. We draw upon the extant literature on leadership under uncertainty and leader development to frame our study. The rich narratives of the panellists provide theoretical insights and significant lessons for managers and emerging leaders.