Over the past decade companies have become more global and employee groups more diverse than ever
before. Organizations are less hierarchical and more
collaborative. And today’s offices are full of once unimaginable
technological distractions. We asked experts in cross-cultural
communication, information networks, and the science of
attention what skills executives should cultivate to tackle these
new challenges. Molinsky thinks that managers must overcome
psychological barriers in order to act in ways that other cultures find appropriate. Davenport and Iyer
explain why the devolution of hierarchy has increased the value of building and wielding influence
through digital networks and offer tips for how to do it. And Davidson tells managers to get over their
fears about distraction and embrace the brain’s natural tendency to divide attention.
Vol. 07, Issue 11
November 2017
Wisdom Window A P u b l i c a t i o n of the Library
INSIDE THE ISSUE
Thought Window
- Page 2
News Window
- Page 3 - 7
Column Window
- Page 8-13
Article Window
- Page 14-16
Leading Journals Window
- Page 17-19
New Acquisitions Window
- Page 20
E-Journals Window
- Page 21
Andrew L. Molinsky, Thomas H. Davenport and Bala Iyer : HBR
Tought window
3
Senior public officials join PIM’s latest program
in Hong Kong
The Postgraduate
Institute of
Management (PIM)
conducted its
inaugural
international
management program with the University of Hong Kong in Hong Kong. The program was conducted in
November. This is the sixth destination added to the sought-after international management programs of
PIM.
The program focused on key areas of public sector management including leadership, conflict resolution,
big data and macro-economic areas related to the public sector. The participants while learning the
conceptual and theoretical aspects in the lecture room sessions, were also brought into contact with public
and private sector management experts in Hong Kong. Participants had the opportunity to visit the Hong
Kong Trade Development Council, Independent Commission Against Corruption, Hong Kong Monetary
Authority and Cyberport. The program was coordinated by Management Consultant Dilhan Goonetilleke.
IPM enriches HR landscape with 650 new
graduands at 2017 graduation ceremony
IPM Sri Lanka – the nation’s leader in
human resource management, held its
graduation ceremony on Tuesday 31
October at the BMICH in Colombo
amidst a large gathering which
included the Chief Guest University of
Moratuwa Vice Chancellor Prof.
Ananda Jayawardane, Guest of Honour
Union Assurance PLC Chief Executive
Officer Dirk Pereira, IPM Sri Lanka
President Prof. Ajantha Dharmasiri,
IPM Sri Lanka Hony. Secretary Ken
Vijayakumar, IPM Sri Lanka
Immediate Past President Rohitha
Amarapala, IPM Sri Lanka Chief Operations Officer P.G. Tennakoon, IPM Sri Lanka Director of Studies
Arosh Yahampath, IPM Sri Lanka Business School Committee Chairman Jayantha Amarasinghe, IPM
Council Members, IPM faculty, graduands and their parents/spouses, and other distinguished invitees.
Over 650 graduands representing IPM’s flagship qualification PQHRM (Professional Qualification in
Human Resource Management) and NDTHRD (National Diploma in Training and Human Resource
Development)receivedtheir graduation certificates at the ceremony.
News Window (II) November 10,2017
News Window (I) November 28,2017
4
PIM’s Samantha Rathnayake to address
international conference in India on Future Work
Organizations
Management Consultant Samantha Rathnayke from the Postgraduate
Institute of Management of the University of Sri Jayewardenepura is to
address an international conference on ‘Future Work Organizations:
Perspectives, Issues and Challenges’ organised by the Sona School of
Management on 29 and 30 December at Goa University, India.
In addition to the address, he is to chair research and other parallel sessions
during the conference.
The keynote speaker of the conference will be Prof. Kishore Kulkarni -
Distinguished Professor of Economics at Metropolitan State University of
Denver, the US. Ratnayake is to make his contribution under the theme of
‘Future workforce: yesterday to tomorrow’. Eminent speakers representing diverse fields are to address
the sessions such as Thyagu Valliappa - Founder and CEO of SAM-Bangalore; Dr. Gour Gobinda
Goswami - Treasurer, North South University, Bangladesh; Prof Nikunj Dalal - Oklahoma State
University, the US; Debabrat Dash - GM HR, Tata Steel-Odisha; Somick Goswami - Partner,
PricewaterhouseCoopers, India; Prof. Debu Mukerji - Management, Consultant/Director, Independent
Leadership and Management Consulting, Sydney; Prof. Anil Rao Paila - Senior Dean, Welingkar,
Institute of Management, Bengaluru; Mita Dixit - Program Head, Lead to Transform Family Business,
S.P Jain-Mumbai; Prof. Swarup. K. Mohanty - Director, Sona School of Management-Salem; Chocko
Valliappa - Founder and CEO, Vee Technologies, Bangalore; Prof. K.B. Akhilesh - DOMS, Indian
Institute of Science-Bangalore; Sai Kavitha – Vice President and Country Head, Innovatia Canada and
India and Prof. Sabur Khan - Chairman, Daffodil International University, Banglades.
…………………………..
High powered delegation to represent IPM SL at
APFHRM in Hong Kong IPM Sri Lanka, the nation’s leader in human resource
management, will be represented by a high powered
delegation comprising of Prof. Ajantha Dharmasiri –
President IPM Sri Lanka and Vice President Asia
Pacific Federation of Human Resource Management
(APFHRM), Rohitha Amarapala - immediate past
president/co-chairman of the IPM Sri Lanka External
Affairs Committee and Board Member, APFHRM and
Dhammika Fernando – Council Member/co-chairman
of the IPM Sri Lanka External Affairs Committee and
Board Member, APFHRM at the forthcoming board
meeting of APFHRM to be held in Hong Kong from
21st – 22nd November. The delegation will also participate in the 40th Annual HR Conference &
Exhibition of the Hong Kong Institute of Human Resource Management (HKIHRM).
"IPM Sri Lanka maintains very close links with APFHRM and other regional and international
professional HR entities in order to strengthen our capacity to develop globally competitive HR
professionals. Our participation at the APFHRM Board Meeting will be an ideal opportunity for Sri
Lanka to showcase our HR infrastructure and expertise to the global HR community" said Prof. Ajantha
Dharmasiri-president, IPM Sri Lanka.
News Window (IV) November 14,2017
News Window (III) November 28,2017
5
Oman PIM batch photograph with Dr.Wickrama
Weerasooria
IPM Great HR Quiz 2017 to be held on
November 15
Winners of the Great HR Quiz 2016
Trophy - Sanasa Development Bank
with Minister Eran Wickramaratne,
President IPM SL Prof. Ajantha
Dharmasiri and Chairman of the Great
HR Quiz 2016 Organizing
Committee/Council Member of IPM,
Prasad Piyadigama
IPM Sri Lanka, the Nation’s leader in
human resource management,
announced that their popular corporate
HR quiz “IPM Great HR Quiz 2017” will be held on November 15, 2017 at the Cinnamon Grand,
Colombo.
The IPM Great HR Quiz, held for the fourth consecutive year, is the only corporate quiz that is dedicated
to the field of HR. IPM invites companies to register their teams comprising five members per team at
this exciting event which is expected to attract over 50 teams this year. Applications will close on October
31, 2017.
Companies can register their teams for the Great HR Quiz 2017 in the industry categories of Banking,
Finance/Insurance, IT/Software/Telecom/BPO, Apparel & Textile, Manufacturing/FMCG, Food &
Beverages as well as under a Special Category.
“The primary objective of the Great HR Quiz event is to improve HR knowledge while encouraging
knowledge sharing amongst the HR fraternity and business community in Sri Lanka,” said Ken
Vijayakumar, Secretary, IPM Sri Lanka and Chairman - Great HR Quiz 2017 Organizing Committee.
News Window (VI) November 07,2017
News Window (V) October 29,2017
6
Supply Chain Management in Sri Lanka:
Promising prospects
I had the opportunity to chair a session in
the international seminar recently
organised by the Institute of Supply and
Materials Management (ISMM) with the
fitting theme ‘Leveraging Supply Chain
Management to Enhance Sustainability’.
It showcased the increasing significance
of Supply Chain Management (SCM) in
the Sri Lankan context. Today’s column
is a reflection on the vibrancy and the
vitality of SCM for Sri Lanka.
Overview
Several hundred years ago, Napoleon made the remark, “An army marches on its stomach.”
Napoleon was a master strategist and a skilful general and this remark shows that he clearly
understood the importance of what we would now call Supply Chain Management. Unless the soldiers are
fed, the army cannot move.
The term logistics is closely associated with the SCM. It comes from the Greek logos, meaning “speech,
reason, ratio, rationality, language, phrase”, and more specifically from the Greek word logistiki meaning
accounting and financial organisation.
From logistics to SCM
SCM is a term that has emerged in recent past that captures the essence of integrated logistics and even
goes beyond it. SCM emphasises the logistics interactions that take place among the functions of
marketing, logistics, and production within a firm and those interactions that take place between the
legally separate firms within the product-flow channel.
Logistics is considered to have originated in the military’s need to supply themselves with arms,
ammunition and rations as they moved from their base to a forward position. In ancient Greek, Roman
and Byzantine empires, military officers with the title Logistikas were responsible for financial and
supply distribution matters. Having crushed the world’s most ruthless terrorists, the Sri Lankan armed
forces showed the world, how they used logistics for goal accomplishment.
The Oxford English Dictionary defines logistics as “the branch of military science having to do with
procuring, maintaining and transporting materiel, personnel and facilities”. Another dictionary definition
is “the time-related positioning of resources”.
The Council of Logistics Management (CLM), a professional organisation of logistics managers,
educators and practitioners formed in 1962 for the purpose of continuing education and fostering the
interchange of ideas. It defines logistics as:
Logistics is that part of the supply chain process that plans, implements and controls the efficient,
effective flow and storage of goods, services and related information from the point of origin to the point
of consumption in order to meet customer requirements.
The Supply Chain (SC) encompasses all activities associated with the flow and transformation of goods
from the raw materials state to the end user, as well as the associated information flows. Materials and
information flow both up and down the supply chain. SCM is the integration of these activities, through
improved supply chain relationships, to achieve a sustainable competitive advantage. ……………………
Column Window (I) October 31 ,2017
7
Embracing the new world of work
I had the opportunity of
participating in one of the
largest HR conferences in
the world last week. The
70th annual conference of
the Chartered Institute of
Personnel and Development
(CIPD), UK, was held in
Manchester Conventions
Centre on 8 and 9
November. Today’s column is a recollection and reflection of the reminiscences of CIPD 2017
conference with the theme ‘Embracing the New World of Work’.
IPM delegates with CIPD, UK CEO Peter Cheese
Overview The CIPD Annual Conference and Exhibition is the one event in the year that HR professionals around
the world look forward to. There were more than 50 sessions on key HR topics with learnings from
leading organisations across all sectors with the associated exhibition providing latest HR solutions from
more than 180 industry suppliers.
I attended the CIPD conference representing the Institute of Personnel Management (IPM) Sri Lanka, in
the capacity of Honorary President. Priyankara Senevirathe, Chairman, National HR Conference (NHRC)
2018, and Sanath Palliyaguru, a Council Member, were also with me. It is customary for CIPD to invite
the IPM President and other delegates on an annual basis.
Key theme
According to CIPD, the digitalisation of work, the impact of technology on jobs, the macro socio-political
changes around us, and the increased pace of organisational transformation are examples of a new world
of work that is already upon us. As such, a new world which presents major challenges and opportunities
for business leaders and the people profession is around us.
With a compelling call for action for organisations, leaders and professionals to champion good work and
more ethical decisions, the conference programme was intended to empower the participants to become a
driving force for the good of organisations, individuals and the wider society.
Through a wide variety of topic areas and learning formats, the conference provided an opportunity to
look at how we need to change and modernise our people practices not only to succeed in a new reality of
work, but also to shape a fairer future that will benefit everyone.
Highlights CIPD CEO Peter Cheese welcomed the gathering in highlighting the key features of the event. “At the
CIPD, we have great ambitions to build a profession for the future,” said he. “This year’s event pulls
together the practitioners and thinkers who are already leading the way, to help us all shape that future.”
He further went on to say: “You’ll find sessions providing insight on the contextual factors shaping our
world of work, together with sessions looking at how to develop evidence-based HR strategies that
deliver real business value. You’ll also find practical guidance on maximising the capabilities of your
own HR and learning functions, alongside cutting edge thinking and practice which draws on the latest in
the science of human behaviour.”
“These are exciting times for the profession globally,” he added. “Whatever you’re looking for, we have
something for you – from practical case studies to big-picture context, or from the inspiration to build
your capability, to the science that will shape the future of our profession.” ………………………
Column Window (II) November 13,2017
8
World HR Congress in Sri Lanka: Opportunities
galore
It was a rigorous yet rewarding process that we went
through in competitive bidding towards hosting the most
prestigious global event in the field of human resource
management (HRM) in 2020. Today’s column conveys
thoughts on the relevance of it to Sri Lanka with multiple
implications to diverse spheres such as tourism, education,
management and leadership.
Overview There is a World HR Congress initiated by the World
Federation of People Management Associations (WFPMA).
Reflecting on its international origins and concerns, the meeting location moves among its member
countries. The World Congress has been held since 1986 in 12 different countries. The next one is
scheduled to be held in Chicago, US in 2018 and they will hand over the organising reins to Sri Lanka
thereafter to host it in 2020.
The World HR Congress aptly enables HR professionals to build a global community of peers to discuss
new developments in HRM and to network with colleagues from around the world who face similar
complex challenges in HRM. It is a glamorous event which brings in HR professionals for a refreshing
reflection collectively done through a mega event rich in both the intellectual and interactive dimensions.
WFPMA in a nutshell It is noteworthy to discuss the details of the WFPMA. WFPMA is an organisation representing more than
700,000 people management professionals in over 950 national personnel associations around the world.
It was founded in 1976 to aid development and improve the effectiveness of professional people
management all over the world.
The founding members of WFPMA were the European Association for People
Management (EAPM), Inter-American Federation of Personnel Administration
(FIDAP), Inter-American Federation of Human Resource People Management
Associations (FIDAGH] and American Society for Personnel Administration (now
SHRM – the US Society for Human Resource Management).
Subsequently the Asia Pacific Federation of Human Resource Management (APFHRM)
joined as a full member in June 1980.
Further, the North American Human Resource Management Association (NAHRMA)
was established and admitted as a full member in April 1997. Also, the African Human
Resources Confederation - AHRC (formerly African Federation of Human Resources
Management Associations – AFHRMA) was established and admitted as a full member
in March 2004. The AHRC members are AFHRMA and the Federation Africaine des
Formateurs et Directeurs du Personnel (AFDIP).
The six main objectives of the WFPMA have been stated as:
To facilitate improvement in the quality and effectiveness of professional people
management to foster a positive impact on business results.
To promote the importance of the HR role in all organisations, by sharing
experiences and disseminating selected member best practices amongst member
countries and federations.
To stimulate and assist in the establishment and development of regional and
national people management associations in those parts of the world where a
continental or regional association does not exist.
To create and maintain contacts and networks with all WFPMA member associations as well as
with other organisations which have some activity in the same or similar field. ………………..
Column Window (III) November 27,2017
9
Going for inflation targeting: ‘Yes’ but free
the Central Bank from Ministry of Finance
first
Government’s promise to lower inflation The Vision 2025 released to the public in August as
well as the Economic Policy Statement delivered in
Parliament in October has reiterated the Government’s
commitment to maintaining a low inflation regime in
the country. This is not unusual since all governments
have made the same promise to the electorate since
independence in 1948. But what is important in the
present case is that the Government has elaborated on
the strategy to be followed in delivering this promise
to the people. That is to give a free hand to the Central
Bank to push the inflation rate to a low level through a strategy
known as ‘Inflation Targeting’ or in short, IT.
Government to improve supply The Economic Policy Statement has pronounced a two-pronged strategy to keep the prices down. One is
to manage the supply of foods to the market in abundant quantities by improving the domestic supply
chains and, whenever there is a shortage due to poor local production, fill the gap by importing foods
while cutting import duties on same. This is a strategy to improve supply to ease the cost of living of
people. Though the statement has not explicitly said so, it requires the Government to exit the strategy
once the conditions in the availability of foods become normal. And also, it is a measure which the
Government should take to address the question of temporary increases in prices due to shortages in
supply.
Central Bank to cut the demand The other is to allow the Central Bank to pursue a policy of inflation targeting. This is how it has been
explained in the Economic Policy Statement: “However, the Government will provide the space to the
Central Bank to carry out its monetary policy independently to maintain price stability on a sustainable
basis. The Central Bank is moving towards a new monetary policy framework targeting a flexible
inflation. The aim of this framework is to maintain a low inflation continuously while supporting the
economic activities. With this change of policy, our people will get the opportunity to live comfortably
with the security of stable prices.”
The same strategy of the Government had been pronounced earlier in Vision
2025 as well. It had said that the Government would introduce necessary
legislation to facilitate the Central Bank to adopt an inflation targeting
policy.
Government and the Central Bank assuming different responsibilities Thus, the two-pronged approach of fighting inflation is for the Government
to manage the cost of living in the short run, while allowing the Central
Bank to check inflation in the long run. The Government would do so by
increasing supply; the bank would do so by curtailing demand. This is in
fact a sound policy strategy.
Monetary policy to check on the growth of total demand Keeping inflation at low levels in the long run is a responsibility of the Central Bank. The bank does so
by managing the credit levels and interest rates – a measure known as adopting monetary policy.
Accordingly, when inflation is raising its head, the bank will cut credit levels and increase interest rates to
force the Government, companies and people to consume and invest less. The objective of this measure is
to allow the total demand – known as aggregate demand – to rise in line with the total supply or aggregate
supply. This is known in economic parlance as restrictive or contractionary or tight monetary policy. …
Column Window (IV) November 06,2017
10
Promising and committed, but his Cabinet
colleagues have to walk the talk
Mangala’s ‘Mangala Budget’ – Part I
Finance Minister Mangala
Samaraweera presenting
Budget 2018
A budget is a short-term
financial plan
Finance Minister Mangala
Samaraweera’s Mangala Budget
(Maiden Budget) was presented to
Parliament last week. A budget is
simply a one year financial plan of
the government. But modern
budgets have become a medium-
term enterprise for governments in
the sense that they are linked to the government policy a few years before and a few years hence.
In the case of the present Government, the Budget for 2018 is a midpoint financial plan that would take
forward its policy from August 2015 till about 2020. If the Government is successful in getting re-elected
in 2020, as per the policy document Vision 2025, the policy package presented in the Budget 2018, will
be a part of a long-term enterprise continued till 2025.
Challenge of satisfying many diverse groups Presenting a budget at this point in time would have been a difficult task for Mangala. That is because
there had been three constraining factors that had limited his freedom of coming up with a prudent
budget. One is that his Government will have to face at least three elections in the next three-year period.
Hence, the Budget should satisfy the ordinary citizenry.
Another is that it should satisfy the two main coalition partners of the Government, the UNP section and
the SLFP section, which harbour two different visions about the future of the economy. The UNP follows
an economic policy based on knowledge, competition and seamless integration to the world economy to
deliver prosperity to Sri Lankans. The SLFP, on the other hand, follows a policy that would first look
after the national economic interests and think of global integration only later. Keeping these two factions
satisfied through a single budget is obviously a Herculean task.
The third constraining factor is to keep the opposition criticisms of the Budget at a manageable level. The
basic criticisms will come from JVP and the group that calls itself the Joint Opposition or JO. JVP has
already condemned the Budget as being a neoliberal one and JO has labelled it as an IMF copycat.
The difficulty for Mangala would be to field speakers from his side to effectively defuse these ideological
positions. That cannot be and should not be done by humiliating the critics as is being done in Parliament
today. Such arguments should be countered by solid facts as was done by Senior Minister Sarath
Amunugama in his speech in Parliament recently (available at:
https://www.facebook.com/100010230071841/videos/539506386400359/?id=100010230071841&hc_ref
=ARTIMiQ-
YpLn8ufFOFITZbMULhkMi6v_F1NVhN9Dgv8ISzQ0R9JMDPVChbGGEIl_3wM&pnref=story).
The Blue-Green Economic System
When presenting the Budget, unlike his predecessors, Mangala exuded confidence in what he was
reading. It did not appear to viewers that he was reading a text prepared for him by someone else. It was
short and to the point. Both offensive bashing of the previous administration and colourful eulogising of
the achievements of the present administration had been kept to a minimum. ……………………….
Column Window (V) November 13,2017
11
Central Bank’s move to flexible inflation
targeting: Wide public education is needed
Central Bank of Sri Lanka Senior Deputy
Governor Dr. Nandalal Weerasinghe
Going for inflation targeting in full
strength
Delivering the Henry Steel Olcott Memorial
Oration 2017 in Colombo
recently, the Central Bank’s Senior Deputy
Governor Dr. Nandalal Weerasinghe
outlined the change of the game plan of
conducting monetary policy by the bank in
the years to come (available at:
http://www.cbsl.gov.lk/pics_n_docs/02_prs/_docs/speeches/speech_20171120e.pdf). That was to control
inflation directly instead of controlling intermediate factors that contribute to inflation.
This novel method – known as inflation targeting or IT – has been adopted by at least 28 central banks,
according to IMF, in the globe since late 1990s. The main proponents have been the Bank of Canada,
Bank of England, Reserve Bank of Australia, Reserve Bank of New Zealand and Bank of Korea from the
developed world and Bank of Thailand and Reserve Bank of South Africa from among emerging
economies.
Attaining virtual price stability Central banks throughout the world have been mandated by people to maintain a stable
general price level – or in other words, an inflation-free world – in their respective
countries. However, in practice, the goal being pursued is not the attainment of a
completely stable general price level or zero inflation rate. It is simply the maintenance
of a ‘more or less stable general price level’ or a ‘virtually inflation free world’.
What is meant by ‘more or less stable prices’ is that prices could change but in small
paces, say, at a rate of about 2% annually. That increase in 2% is viewed as necessary
to reflect the improvement in quality of goods and services for which consumers are
prepared to pay more. Thus, when that 2% is removed, it is practically an inflation free
world.
Price stability will build confidence
If the change in the general price level from year to year is within this region, people
will trust their Central Bank, and hence the Government above it as well, that together
they would not disappoint them at the end. Such confidence would create all the
incentives for them to take a long-term view of the economy and make appropriate
choices on both consumption and investment.
But, on the other hand, if inflation is higher than what had been promised initially, they would experience
an erosion of the real value of all the financial assets they hold – cash, bank deposits, bonds, debentures
and so on. To protect them from the imminent losses, they would increase consumption, reduce
investment or convert their financial assets to unproductive real assets such as land, real estate, gold or
precious stones or go for a combination of all these three options. They are called unproductive real assets
because they are held not for creating wealth but temporarily as a hedge against inflation. ……………
Column Window (VI) November 27,2017
12
The role of women in Sri Lanka’s shipping and
logistics sector
Striving for greater gender equality has been a core
development objective across countries, as a matter of
smarter economics, productively enhancement, and
achieving better socio-economic outcomes. The maritime
and shipping
industry in
particular has
identified the
need to advance
women’s role in
the sector, and for good reason.
The International Transport Workers’ Federation estimates
that only 2% of the world’s maritime workforce is made up of women. With Sri Lanka’s goal of
becoming an international maritime and shipping hub, how does the country’s maritime and shipping
industry perform in terms of female representation? What are the opportunities and challenges for women
in the industry? What can corporates do to increase female representation?
To discuss this Shenali de Silva, Research Associate of the Ceylon Chamber of Commerce, sat down with
Gayani de Alwis, Co-Founder of Women In Logistics and Transport and Vice Chairperson of the
Chartered Institute of Logistics and Kasturi Chellaraja Wilson, Managing Director of the Hemas Logistics
and Maritime Cluster. These two eminent personalities in the maritime and shipping industry are both
members of the Chamber’s National Agenda Committee on Logistics and Transport.
Preconceived notions about the logistics industry are limiting female participation; however, ample
opportunities exist for women and the unique skills they posses
At the outset of the discussion, both Gayani and Kasturi observe that, while participation in the industry is
low, the industry’s drive to evolve and become a competitive logistics hub is opening up the opportunity
for greater female participation. The lack of representation however, is largely due to preconceived
notions of the industry and the perception that the roles the industry has to offer are not a “woman’s job”.
Changing these notions, and paving the way to becoming an international shipping and logistics hub,
requires educating women about the opportunities available in the industry. Both interviewees agree that
ample opportunities exist and women are indeed capable of taking on the demands of these roles.
Gayani highlighted that “We need to create greater awareness, we need to show them the opportunities
available across different verticals, and what the jobs and their roles entail. Some roles are dismissed as
they believe that they entail only physical labour, however with technological advancements there are
more analytical roles where women would thrive.” The transition of Sri Lanka from a traditional haulage
logistics country to a third-part logistics provider requires a workforce with a unique skillset. These skills
would largely be required for process re-engineering, understanding the impact to customers and
extensive analysis of data. This in turn is creating a need for a new breed of employees with analytical
skills, collaborative skills, negotiation skills and an empathetic work ethic, all of which are inherently
possessed by women. Women are thereby increasingly becoming an integral part to the industry and have
a key role to play in the transformation of the industry.
Is there equal opportunity and equal pay? While observing that there is in fact equal opportunity for women, especially in larger and better
structured organisations, Kasturi also notes that as an industry women are less favoured due to the
commitments they would have in the other roles that they play, such as that of a mother or a caregiver.
She emphasised on creating a conducive culture – “But does the culture allow the woman to perform
there? I see that as a bigger challenge even though we give equal opportunity, I find women who come
into the Maritime and Logistics cluster find it difficult to adjust to the environment.” ………………
Column Window (VII) November 2 ,2017
14
Some Perspectives on Broadening the Strategic Leadership Agenda By Mr. Samantha Rathnayake Abstract
This article explores a new theme of testing the ability to shift from our
knowledge
domains to wisdom domains in organizational affairs. The new era of
information age
is different to the industrial age which requires 'new paradigms' or 'mental models' to
foster strategic leadership thinking. In this context, the strategic organizational
transformation is all about being able to transform itself to ensure long-term survival
from mere mediocre existence. Thus, the article argues that the thinking paradigm of
transformational change requires strategic leaders to actually rethink the very purpose
of organizations even as to why they exist. Therefore transformation in organizations
calls for learning towards making sense of the potential of a 'deeper meaning' of
organizational life. In fact, many studies in the USA and Europe have shown that
consistent and enduring policies give long-term profitable results provided that companies
show continuity, and are sensitive to their customers, employees, suppliers and the
communities in which they live. Finally, the change does not mean just 'frame-breaking'
exercise rather it is more deeper endeavor to enhance organizational survival and
sustainability in an increasingly competitive world - making it 'strategic'.
The new era relates to the knowledge era or information age is drastically different to
the industrial age. The environment of our organisations is so much more multifaceted,
chaotic, uncertain, fast changing, interconnected and global today. This requires 'new
paradigms' or 'mental models' to foster strategic leadership thinking. Some argue that
this is indispensable because we are experiencing a time of living on the blurred-line
between stability and chaos. As Human Resource professionals, we have alluded to on-
going sweeping business demands and we are expected to become 'learning organizations'
where knowledge-sharing portray the corporate culture and executive life. In this context,
author attempts to gear up and challenge the leaders who are involving in strategic
decision making of today and tomorrow to think about organisations as 'higher order'
learning organisations. This encounter is called as the sphere of transformational change
where human resource professionals need to play that vital role of bringing structural
learning (explicit learning) into organizational learning (tacit execution).
Article Window (II)
Volume. XXXVIII. No. 1
15
Definitional and Conceptual Muddling: Identifying the Positionality of
Employee Engagement and Defining the Construct
Numerous entangled definitions, words, measurements, and frameworks have been proposed
when referring to employee engagement, as well as other engagement typologies. Consequently,
researchers have routinely drawn atheoretical conclusions about the meaning of employee
engagement, limiting the applicability of employee engagement in theory building and practice.
The focal point of our work was to detail an explicit definition of employee engagement and
juxtapose our definition alongside several existing frameworks and definitions. First, we detail
and position an operational definition of employee engagement ground in seminal literature.
Second, we systematically examine the engagement literature, highlighting both dominant types
of engagement and alternative typologies. Third, we conclude by making meaning for the human
resource development field, distinguishing the use of employee engagement in the literature as
an outcome, psychological state, and process, and synthesize our findings through a brief
discussion of implications for research and practice.
Shuck Brad, Osam Kobena, Zigarmi Drea, Nimon Kim; Definitional and Conceptual Muddling:
Identifying the Positionality of Employee Engagement and Defining the Construct; Human Resource
Development Review. September 2017, Vol.16 Num. 03, p.263
Conceptual Organization and Identity of HRD: Analyses of Evolving
Definitions, Influence, and Connections
The rapid expansion and diversification of human resource development (HRD) research and
practices is a welcoming sign for HRD scholars, who are interested in improving a social system
through developing human resources. At the same time, however, it raises questions about the
core identity and boundary of the field and desirable future directions. This study aims to trace
the significant thematic periods, called the wave in the evolution of HRD, from its early
development days to the present. In doing so, we present how “the body of HRD knowledge is
evolving through the intellectual evolutionary process” based on analyses of widely cited
definitions, influential work, and connections among co-appearing research topics. As the
finding, we identified three distinctive waves of evolutionary phases of HRD research: (a)
developing definition of disciplinarity, (b) competition and selection between major paradigms,
and (c) divergence and expansion of topics. Major characteristics of each period and the
influence between periods were also described.
HAN Seung-hyun, Chae Chungil, Han Soo Jeoung, Yoon Seung won; Conceptual Organization and
Identity of HRD: Analyses of Evolving Definitions, Influence, and Connections; Human Resource
Development Review. September 2017, Vol.16 Num. 03, p.294
16
Absorptive Capacity, Innovativeness and the Performance of Micro-
enterprises in Malaysia
This study examines the effect of the entrepreneur’s innovativeness and absorptive capacity on
micro-enterprise innovativeness and the performance of micro-enterprises owned and managed
by women micro-entrepreneurs in Peninsular Malaysia. This study adopted a cross-sectional
design and stratified sampling methods, and collected complete data from 417 micro-
entrepreneurs. Findings of this study reveal that women micro-entrepreneurs’ innovativeness and
absorptive capacity have a significant positive effect on micro-enterprise innovativeness and the
performance of micro-enterprises. The development programmes and policies on innovation and
SMEs should therefore emphasize on promoting innovativeness and improving the absorptive
capacity among the women micro-entrepreneurs to improve the performance of micro-
enterprises.
Al Mamun Abdullah, Muhammad Nik Maheran Nik, Ismail Mohammad Bin; Absorptive Capacity,
Innovativeness and the Performance of Micro-enterprises in Malaysia; Vision. September 2017, Vol.21
Num. 03, p.243
FX Volatility Impact on Indian Stock Market: An Empirical Investigation
Examining the interrelationship between currency market volatility and stock market volatility
will create abundant trading opportunities to the investors irrespective of whether the return of
one market is moving up or down. This research work intended to examine how the exchange
rate volatility between Indian rupee and foreign currencies, such as US dollar, euro, Japanese yen
and British pound, can influence the return and volatility of the Indian stock market. The
research data extensively cover daily price observations of foreign currencies as well as Nifty
index for 1500 days. The generalized autoregressive conditional heteroskedasticity (GARCH) is
used for modelling foreign exchange (FX) rates volatility and its impact across Indian stock
market. The mean equation of the model confirms that any appreciation in Indian rupee will lead
to channelization of more funds towards stock market. Further, it is validated that the volatility
shocks between the stock market and currency market are quite persistent. Besides the model
also points that the volatility attributes are very strong between US dollar and Nifty. The Granger
causality test wrap up with a finding that the volatility shocks of British pound have a causal
relation with Nifty return. The result of this study will help the domestic as well as foreign
investors in favour of portfolio diversification decisions. The study also spots that the
policymakers can indirectly intervene into stock market through monitory policy measures.
Aravind M.; FX Volatility Impact on Indian Stock Market: An Empirical Investigation; Vision. September
2017, Vol.21 Num. 03, p.284
17
Muddling Through the Passage of Qualitative Research: Experiences of a
Novice Researcher
The article is written as a travelogue by the author while exploring the passage of qualitative
research in her maiden independent research work—her dissertation. The author describes in the
article how her journey of qualitative research took shape right from the take-off point: the
choice of topic and methodology to the data collection, analysis and presentation of the findings.
The article also throws light on the various experiences of the researcher during the journey
including the issues and challenges faced by her in different stages of the study like the research
proposal stage, data collection stage and the data analysis stage. The objective of the article is to
familiarize the qualitative researchers, who are currently at the beginner stage, with the possible
issues and pitfalls of qualitative research process. For that the author has used her own
experiences to explain the nuances of the process. In the article, the author also highlights that
irrespective of the challenges faced in the process how the research study helped her in
developing herself as a better researcher and a wiser person, making her efforts fruitful and
providing her a sense of achievement.
Saxena Richa; Muddling Through the Passage of Qualitative Research: Experiences of a Novice
Researcher; Vision. September 2017, Vol.21 Num. 03, p.314
Role of Organizational Learning and Innovation in between High-
performance HR Practices and Business Performance: A Study of
Telecommunication Sector
The purpose of this study is to explore the role of the organizational learning (OL) and
innovation as mediators between high-performance human resource practices (HPHRPs) and
business performance (BP) in telecommunication sector. Census method has been used for data
collection from employees working in telecommunication organizations in Jammu and Kashmir
(North India). Reliability and validity have been proven with the help of confirmatory factor
analysis. Structural equation modelling has been used for hypotheses testing. The results indicate
that OL mediates the relationship between HPHRPs and innovation, whereas innovation does not
mediate but moderates the relationship between OL and BP. So the final model evaluated the
mediated-moderation effect of OL and innovation in between HPHRPs and BP. The theoretical
and managerial implications have also been discussed.
Jyoti Jeevan, Chahal Hardeep, Rani Asha; Role of Organizational Learning and Innovation in between
High-performance HR Practices and Business Performance: A Study of Telecommunication Sector;
Vision. September 2017, Vol.21 Num. 03, p.259
21
Journal of Service Management Volume 28 Issue 5
The role of customers in co-creating m-services in the O2O model
Jung-Kuei Hsieh
Measuring customer experience in physical retail environments
Juan Carlos Bustamante, Natalia Rubio
Toward a public service management: past, present, and future directions
Ian R. Hodgkinson, Claire Hannibal, Byron W. Keating, Rosamund Chester Buxton, Nicola Bateman
World Journal of Entrepreneurship, Management and
Sustainable Development Volume 13 Issue 4
Entrepreneurial intentions: the role of family factors, personality traits and self-efficacy
Muhammad Farrukh, Azeem Ahmad Khan, Muhammad Shahid Khan, Sara Ravan Ramzani, Bakare
Soladoye Akeem Soladoye
Moderating relationship of institutions for opportunity entrepreneurship and economic
development: Literature review and proposed conceptual framework
Hasan Ghura, Xiaoqing Li, Arezou Harraf
Needs assessment of international capacity building using a Delphi technique
Kenneth David Strang
American Journal of Business Volume 32 Issue 3/4
Executive influence on invention and commercialization: The moderating role of innovation
radicalness
Barton M. Sharp, Dinesh N. Iyer, Thomas H. Brush
Assurance of learning: moving from a compliance to an improvement culture
Misty M. Bennett, Karl L. Smart, Anil Kumar
Corporate social responsibility and firm financial performance: Comparison analyses across
industries and CSR categories
Mingming Feng, Xiaodan Wang, Jerry Glenn Kreuze