Organizational Performance Research in India

This chapter presents a review of research in the area of organizational performance in India during the last decade, which has become a challenge for organizations and management researchers. The chapter begins with a critical analysis of the nature of performance measurement and associated challenges. Next, it summarizes the research that has linked individual-level, group-level, and organization-level variables to organizational performance. The theoretical and conceptual contributions, limitations, gaps, and the scope of future research in the field are presented by the contributors. Finally, a multi-level model has been presented that provides a process framework, which links antecedent variables to organizational performance. The framework provides a set of working hypotheses for future organizational performance research in the Indian context.

Spectacle of the Consumer

Consumption is one of the key processes in the emerging materialist culture. Keeping in view the fact that consumer forms the central axis in modern economy, this chapter focusses on the interface between commodity, social values, and the consumer. It begins with an analysis of the meaning of the notion of consumption and explication of the construction of the identity of Indian consumer. Then it brings out the dynamics of marketing strategies of branding and product identity. In particular, the present analysis highlights how the media constructs the meaning and uses symbolism for product promotion. The relation of materialism and commodity fetish is also discussed. Finally, the chapter highlights some of the initiatives exhibiting the process of cultural resistance to uncontrolled consumption in the context of Indian value system.

Ethical Leadership in India

The chapter offers a review of research and theory on ethical leadership in India, attempting a confluence between leadership theories developed in the West and the traditional Indian wisdom. Gunas, as described in the Bhagavad Gita, present an account of ethical/moral traits of a leader. Given the debate over the assumed ethicality of transformational leadership, wherein a leader could exercise influence for personal benefits as well, this approach provides a very limited view of ethical leadership. The idea of Karma and its distinct focus on duty and detachment from rewards provides a basis for ethical leadership. Gunas and the key tenets of Karma are used to identify a two-dimensional conceptualization of ethical leadership, where the former focusses on ethical person (aspect of leadership) and the latter on the ethical manager (given its interpersonal orientation). This approach to leadership brings ethical concerns to the centre stage in managing work behaviour.

Moral and Ethical Dimensions of Corporate Life

This chapter explores the moral and ethical dimensions of Indian corporate life. Adopting a historical approach, the links between prevailing models and the differentials in pre-colonial and postcolonial socio-cultural and business scenarios are identified. In particular, the greed-based management model is critically examined. An inspiration-based management model rooted in the indigenous Indian thought and cultural practices, which impress upon a deep sense of morality is advanced. The potential for such an approach is substantiated with the help of instances of contemporary business leaders who developed their enterprises on the same value system. Such cases are deliberated and their implications for current practices are indicated. Interventions are becoming necessary in contemporary business world where malpractices are increasing. Taking a historical route, the chapter also analyses the complexities of current corporate scandals across the world. Finally, the implications for strengthening the moral order in organizational behaviour are highlighted.

Burnout, Organizational Cynicism, and Alienation

Focussing on the negative aspect of work life, this chapter deliberates on burnout, organizational cynicism, and alienation. In past research, organizational productivity has been shown to be causally linked to employee appraisal, experience of the workplace, and employee affect and attitude. Past studies have shown the link between productive employees and positive attitudes. However, organizations are also a source of negative influence on health and attitudes, which often outweigh the benefits resulting from positive experiences. Such negative outcomes not only harm the individual but also the organization. The chapter explores the negative behaviours, attitudes, beliefs, and cognitions that employees are likely to develop towards their organizations. Specifically, the research on burnout, organizational cynicism, and alienation is examined. For each of the constructs, research is reviewed around its definition, antecedents, consequences, and measurement. The need for more research in this area in the current economic and social context is highlighted.