Managing growth: Human resource management challenges facing the Indian software industry

Indian software industry has had a phenomenal growth in the last two decades and is expected to sustain this momentum in the foreseeable future. Based on content analysis of 25 cases, the paper identifies several human resource management challenges: managing human resources in globally distributed team, shortage of software professionals having sufficient knowledge and competencies, low-skilled nature of the work, lack of well-developed HR systems and processes, high employee turnover, lack of work-life balance, and the problems associated with the use of contract employees. The paper develops a model for managing growth linking the various variables emerging from the study.     

Antecedents and Consequences of Cronyism in Organizations

In this paper we discuss cronyism that exists between superiors and subordinates. Cronyism is defined as favoritism shown by the superior to his or her subordinate based on their relationship, rather than the latter's capability or qualification, in exchange for the latter's personal loyalty. We argue that two cultural antecedents, namely particularism and paternalism, give rise to strong ingroup bias and unreserved personal loyalty, which in turn lead to cronyism. We examine the consequences of cronyism at the individual level with respect to job satisfaction, organizational commitment, and ingratiation. We also discuss how cronyism affects performance, morale, and inertia at the organizational level. Cronyism can be observed in all cultures; however, its manifestation is likely to vary from one culture to another.     

Explaining employee turnover in an Asian context

Employee turnover is giving sleepless nights to HR managers in many countries in Asia. A widely‐held belief in these countries is that employees have developed ‘bad’ attitudes due to the labour shortage. Employees are believed to job‐hop for no reason, or even for fun. Unfortunately, despite employee turnover being such a serious problem in Asia, there is a dearth of studies investigating it; in particular studies using a comprehensive set of variables are rare. This study examines three sets of antecedents of turnover intention in companies in Singapore: demographic, controllable and uncontrollable. Singapore companies provide an appropriate setting as their turnover rates are among the highest in Asia. Findings of the study suggest that organisational commitment, procedural justice and a job‐hopping attitude were three main factors associated with turnover intention in Singapore companies.     

Managing human resource for competitive advantage: a study of companies in Singapore

We see two major streams of research in the strategic human resource management literature: (1) the link between strategy and human resource (HR) practices and (2) the link between HR practices and firm performance. There is a plethora of theoretical perspectives on the first link. Unfortunately, there is not much empirical work. The second link has seen a spate of empirical studies. However, most of them embrace the universal perspective and the role of strategy as a contingency has not been adequately addressed. This could potentially result in the underestimation of the impact of HR practices on organizational performance. This study addressed the above two weaknesses in previous research in the strategic HR management field. Using a sample of about 200 of the largest companies representing all major industries in Singapore, we found that organizational strategy affects HR practices. Moreover, findings suggest that the strategy-HR interaction accounts for more variation in firm performance than the main effect of HR. Implications of the findings are discussed.     

The Relationship Between HR Capabilities and Quality of Patient Care: The Mediating Role of Proactive Work Behaviors

Based on theoretical frameworks of resource‐based theory, dynamic capabilities, and behavioral perspective on human resource management, we developed a multidimensional construct of human resource (HR) capabilities and tested its relationship with quality of patient care using a national sample of U.S. hospitals. The data on HR capabilities were collected from senior managers (421 individuals nested in 279 hospitals) representing both the administrative and clinical sides of the hospitals. The data on quality of patient care were gathered from two unique sources—patients of 207 hospitals who reported the data via the hospital Consumer Assessment of Healthcare Providers and Systems Survey, and 421 senior managers of 279 hospitals. Our analyses using structural equation modeling suggests that the positive relationship of HR capabilities with quality of patient care is mediated by proactive behaviors of health care workers. Implications of the study findings for research and practice are discussed. © 2016 Wiley Periodicals, Inc.     

Networks and cronyism: A social exchange analysis

From the perspective of social exchange theory, we explore the downside of social networking. In particular, we discuss the impact of network properties on cronyism. We identify two types of network, clique and entrepreneurial, and two forms of competition, inter- and intra-network. We argue that network competition generally increases the likelihood of cronyism, and the effect of competition on cronyism is moderated by network type. We outline directions for future research and derive practical implications.     

Consumer preferences for rockmelons in Australia

On the demand side, consumer's decision choice for rockmelon is often compounded by a number of factors including quality, which is often not related to the visual characteristics observed in fruits such as bananas or mangoes. On the supply side, there is a general lack of understanding of consumer response towards rockmelon attributes in Australia and consequently, great fluctuations of demand and hence supply of the fruit. Thus, objectives of this study were to evaluate and compare analytical measures by instruments and sensory assessments by consumers based on sweetness levels (8–13 ^oBrix) of rockmelons. Results indicated that there was a large variation in texture, juiciness and flavour for each ^oBrix level. A significant correlation coefficient (r = 0.829) was obtained between analytical and sensory measures for sweetness. High organoleptic scores for flavour were noted among the higher sweetness levels. It is recommended that due to the change in consumer acceptability, marketing of rockmelons should not be solely based on ^oBrix levels; other attributes such as flavour, texture and juiciness should be utilized.     

HR and IT capabilities and complementarities in knowledge-intensive services

The main premise of this article is that human resources (HR) and information technologies (IT) are central rather than support functions in knowledge-intensive services. By building management capabilities in both HR and IT, knowledge-intensive services can transform their business processes that, in turn, enable them to provide exemplary services to the customers. Our arguments are grounded in the three related theoretical frameworks of the resource-based view, organizational capabilities, and the theory of complementarities. We suggest that the research and practice in HR and IT fields may have to focus on HR and IT capabilities rather than HR practices or IT investments as the sources of sustainable competitive advantage since capabilities better fit the definition of a ‘resource’ than HR practices or IT investments. Further, organizational capabilities in both HR and IT may enable knowledge-intensive services to transcend the inherent tradeoff between cost and responsiveness. We also discuss the role of HR and IT in knowledge management.     

Short and long‐run returns to agricultural R&D in South Africa,or will the real rate of return please stand up?

This paper briefly presents the results of a total factor productivity (TFP) study of South African commercial agriculture, for 1947‐1997, and illustrates some potential pitfalls in rate of return to research (ROR) calculations. The lag between R&D and TFP is analyzed and found to be only 9 years, with a pronounced negative skew, reflecting the adaptive focus of the South African system. The two‐stage approach gives a massive ROR of 170%. The predetermined lag parameters are then used in modeling the knowledge stock, to refine the estimates of the ROR from short‐ and long‐run dual profit functions. In the short run, with the capital inputs treated as fixed, the ROR is a more reasonable 44%. In the long run, with adjustment of the capital stocks, it rises to 113%, which would reflect the fact that new technology is embodied in the capital items. However, the long‐run model raises a new problem since capital stock adjustment takes 11 years, 2 years longer than the lag between R&D and TFP. If this is assumed to be the correct lag, the ROR falls to 58%, a best estimate. The paper draws attention to the possible sensitivity of rate of return calculations to assumed lag structure, particularly when the lag between changes in R&D and TFP is skewed.     

Business analytics: Why now and what next?

Business analytics is a revolution that is impossible to miss. At its core, business analytics is about leveraging value from data. Instead of being referred to as the ‘sludge of the information age,’ data has recently been deemed ‘the new oil.’ While data can be employed for purposes such as detecting new opportunities, identifying market niches, and developing new products and services, it is also notoriously amorphous and hard to extract value from. In this Guest Editors’ Perspective, we first present a structural framework for deriving value from business analytics. Extracting value from data requires aligning strategy and desirable behaviors to business performance management in conjunction with analytic tasks and capabilities. We then introduce three special articles that provide in-depth insights regarding how business analytics is being employed in the management of healthcare, accounting, and supply chains.