Global Manager: Indian Perspective

Universities have different research environments and attitudes toward commercialisation of their discoveries than to industries. These differences are inherent in the distinctive missions, roles, and organisational structures. Therefore, performance of technology transfer of universities depends on different organisational setting and their perceptions of usage of their knowledge or technology for commercial purpose. There have been intensive academic efforts to measure the performance of technology transfer efforts using well-known evaluation methods such as stochastic frontier efficiency and data envelopment analysis (DEA). This paper adopt similar approach with those studies using DEA, but different in two ways. First, this research focuses on early stage of university technology transfer by measuring how many disclosures a university produced given research expenditure over years using DEA and Malmquist index. It is assumed that a university with more intention to licensing will have more disclosures. Second, classifications of universities’ performance in disclosing their research results are suggested to provide better understanding of their behaviour in technology transfer. The result presents 12 different groups of 28 US universities with discussion of their organisational setting.

The emerging role of lean infrastructures in technology transfer: The case of the Innovation Plaza project

Growing environmental issues and rising concerns about sustainable development are rapidly shifting the traditional marketing and forcing organisations to practice green marketing mix. In an attempt to revisit present‐day environmental issues which are related to the industry, this paper provides a glimpse about the nature of green marketing mix in the Indian context. To validate the model, data were collected from 450 firms and was analysed using an appropriate statistical tool. The results identified four factors for green marketing mix scale: (a) Green Solution, (b) Green Information, (c) Green Value and (d) Green Access. The findings contribute to the theory of green marketing concept. The study is expected to provide valuable insights into the green marketing mix for the industry, which can be of immense help to local and global marketers. Further, it provides a wide‐ranging scale for the academic researchers who want to explore the green marketing mix in different organisational settings as a base for future study.

Acknowledgments Introduction The St. Luke Penny Savings Bank: A Change Vignette Purpose, Concepts, and Practices PART I. CONCEPTUAL PERSPECTIVES ON LEADING CHANGE Introduction Ch 1. Causality, Change, and Leadership by Gill Robinson Hickman and Richard A. Couto Barbara Rose Johns Analytical Elements Conclusion PART II. LEADING ORGANIZATIONAL CHANGE Introduction The Environment of Organizational Change Purpose of Organizational Change Change Vignette: Technology Solutions Turns Disaster Into Dividends Ch 2. Concepts of Organizational Change What Kind of Organizational Change Do We Want or Need? Conclusion Ch 3. Concepts of Leadership in Organizational Change What Type of Leadership Do We Want or Need to Accomplish Change? Conclusion Ch 4. Organizational Change Practices Which Practices Do We Employ To Implement Change? Conclusion Applications and Reflections PART III. LEADING COMMUNITIY AND ORGANIZATIONAL CHANGE Ch 5. Community Change Context by Richard A. Couto, Sarah Hippensteel and Marti Goetz Introduction Purpose of Community Change Change Vignette: Citizens for the Responsible Destruction of Chemical Weapons Concepts of Change Concepts of Leadership Change Practices Conclusion Application and Reflection Ch 6. Crossing Organizational and Community Contexts Introduction Change Vignette: Microcredit to Rural Women Concepts of Change Across Organizational and Community Contexts Concepts of Leadership Across Organizational and Community Contexts Change Practices Across Organizational and Community Contexts Conclusion PART IV. LEADING POLITICAL AND SOCIAL CHANGE Ch 7. Political Change Context by Richard A. Couto Introduction Purpose of Political Change Change Vignette: Extraordinary Rendition Concepts of Political Change Concepts of Political Leadership Change Practices Conclusion Application and Reflection Ch 8. Social Change Context Introduction The Purpose of Social Change Change Vignette: OASIS: An Initiative in the Mental Health Consumer Movement Concepts of Social Change Concepts of Social Change Leadership Social Change Practices Conclusion Application and Reflection Ch 9. Crossing Political and Social Contexts Introduction Vignette: The Sikh Coalition Concepts of Political and Social Change Concepts of Political and Social Leadership Change Practices Across Political and Social Contexts Conclusion PART V. LEADING GLOBAL CHANGE Ch 10. Global Change Context by Rebecca Todd Peters and Gill Robinson Hickman Introduction Purpose of Global Change Change Vignette: Chad-Cameroon Pipeline Concepts of Global Change Concepts of Global Leadership Global Change Practices Conclusion Application and Reflection Ch 11. Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental Organizations Introduction Change Vignette: Is Global Civil Society a Good Thing? Concepts of Virtual Change Concepts of Virtual Leadership Virtual Change Practices Conclusion Conclusion: Connecting Concepts and Practices in Multiple Contexts Epilogue: Leading Intellectual Change: The Power of Ideas by James MacGregor Burns Index About the Author About the Contributors

This paper review different policies of on-grid and off-grid rural electrification in Nepal which are imposed by two different organizations, namely, Nepal Electricity Authority and Alternative Energy Promotion Centre. Also, the paper identifies different issues in rural electrification in changing context and different initiatives taken so far on connection of micro hydropower and mini grid development. The study reveals that grid connection and mini grid initiatives are not internalized and owned by the policy and institutional mechanism. Policy and institutional mechanisms need to be revised and restructured so as to adopt mentioned initiatives and to introduce synergy effects which are not often realized because of parallel policy and institutional mechanism. The policy and institutional mechanisms should develop suitable financing/investment mechanism not only based on subsidy but also on the principle of private sector involvement, business operation modality especially trading mechanism, technology transfer and capacity building, and institutional structure of mini grid based on decentralization and liberalization which could encourage competition in the sector as whole. Such policy provision and institutional mechanism make the flow of financial resource from urban to rural and also retain the human capital in the local level.

An interdisciplinary approach to assessing the characteristics and sales potential of modern salespeople

PurposeDespite the increased focus on industrial services in manufacturing companies, little research to date has focused on understanding the roles of local and central organizations in global service management. In order to address this research gap, the paper aims to investigate how industrial service offerings are developed and managed in multinational manufacturing companies.Design/methodology/approachA qualitative case study with respondents from two internationally leading manufacturers was conducted. Eight industrial service offerings with different characteristics serve as units of analysis.FindingsA broad portfolio of industrial service offerings implies having a very wide range of skill sets, including both global efficiency and local responsiveness. With specialized and extensive offerings, it becomes more important to have a high level of central‐local and product‐service integration and to internalize service provision. Furthermore, with global customers, the central service organization needs to assume a more prominent role, initiating both an organizational exploitation of current service capabilities and the exploration of new ones.Research limitations/implicationsThe main focus was on service offerings performed by high‐volume manufacturing companies operating primarily in developed markets.Originality/valuePrevious studies of industrial service management in manufacturing companies have not explicitly considered the roles of central and local organizations. Thus, the authors were able to complement the existing theory. The paper promotes a deeper understanding of the complexity of managing service offerings on a global basis.

This chapter argues that there are possible benefits and challenges of incorporating global mindset into talent management (TM) strategies, offering a truly inclusive approach to have all organizational actors contribute to multinational enterprises (MNE) value creation, capture, leverage, and protection. Global mindset is a cognitive process that helps individuals mediate the tensions between local demands and global efficiencies that are inevitable in an MNE strategy. In times of international and global competitiveness, MNEs must be committed to building and enhancing employees' global mindset, which could be done through global mobility and talent development. Most organizations have rigorous performance appraisal systems that provide the semblance that selection, promotion, and training are conducted in systematic ways. Cognitive complexity involves the ability to differentiate many stimuli and cues and to find a means to organize, reconcile, or integrate these stimuli.

We are now experiencing globalization in virtually all areas of business and economics. Globalized information management has become an important and interesting area in both research and practice. The advances of the Internet and mobile networks have linked the world together and enabled corporations to take advantage of talents and services available around the globe. In view of this, we have organized a special issue of Information Systems Frontiers on this topic. This special issue titled Global IT and IT-Enabled Services is based on a selected set of papers presented in the IEEE Symposium on Advanced Management of Information for Globalized Enterprises (AMIGE’08) held in September 2008 in Tianjin, China. AMIGE’08 is part of the IEEE Congress on Services and is co-organized by China Association of Information Systems (CNAIS). The objective of this special issue is to disseminate recent research results in the interdisciplinary study of globalized information management and to promote new ideas. Globalized information management is multidisciplinary and spans such fields as computer science, industrial engineering, information systems, management science and engineering, and operations management. Research in global IT and IT-enabled services covers a wide spectrum of topics. These include business processes and management in a global setting, such as global workflow technologies and applications, global information system integration and interaction, globalized supply chain management, and global knowledge management. Another area of research is related to the cultural differences occurring in the global business environment, such as global software development, outsourcing and offshoring strategies, IT governance and compliance across national boundaries, and privacy, assurance and trust in a global environment. In addition, there is also research in the area of making use of latest information technologies and service computing to enhance organizations’ competitive advantages in the global business environment. Topics of research in this area include service-oriented enterprises and architectures, service computing and service management, social computing, transformation of enterprise information systems, technology transfer and adoption, and Web 2.0 technologies and applications for globalized organizations. Service is an old concept originated in the commercial world, which indicates an exchange of value from one party to another through some experiences in an area of need that might be related to the sale of a product. In recent years, service orientation has found its way in the field of information technologies, which has to do with how components in a computing system interact with one another. Service orientation advocates the enablement of service-oriented architecture that can sign on and off system components without interrupting existing information services (Zhao et al. 2007). The globalization of economic activities in the world has made service orientation increasM. Chau (*) The University of Hong Kong, Pokfulam, Hong Kong e-mail: mchau@business.hku.hk

Climate change and sustainable development are presently global buzzwords receiving the unbridled attention of policymakers and governments for deciding the action agenda of development. The concern over impacts of climate change is evident in the fact that Goal 13 of the Sustainable Development Goals (SDGs) focuses entirely on it. The present communication therefore attempts to highlight the status of Climate Action-related policies in India and their coherence with the SDGs. The National Institution for Transforming India (NITI) Aayog has successfully established an initial framework through formulation of schemes and allocation of responsibilities. However, constraints in the form of crosssector policy coherence, absence of definitive national indicators against SDG targets, limited budgetary dispensation and deficiencies in data acquisition hinder the advent of climate smart governance in India. Attainment of a nexus in terms of policy mechanisms among the major drivers of climate change in the Indian context along with stimulation of research activities fostering development of clean technologies would help in effective tackling of climate change-mediated concerns.

This theoretical paper presents a novel "Kinematic Model" of leadership, designed to capture the dynamic nature of leadership within organizations considering the environments in which they arise amidst the context of continuous change. At the core of every organization are three fundamental components: people, processes, and resources. The leadership landscape consists of 34 distinct constructs, from traditional styles such as transformational and transactional to newer ones like digital and neuroleadership. Leadership operates within varied environments, influenced by internal and external events, as well as the nature and experiences of the individuals and groups comprising organizations. The Kinematic Model integrates these elements into ten domains, emphasizing the need for continuous assessment, adaptability, and balancing people, processes, and resources. Taken together this review provides an orientation and reference to a separate comprehensive survey developed in parallel that provides a framework for any leadership assessment in various organizational settings. In the context of artificial intelligence (AI), its integration into organizations significantly affects leadership dynamics. AI enhances decision-making by analyzing vast data sets, but also risks over-reliance, potentially sidelining human judgment. AI's insights into employee performance might overlook intangible leadership qualities. Additionally, ethical concerns arise with AI in leadership, including workplace surveillance and algorithmic biases. As AI takes on more leadership roles, leaders must adapt, emphasizing vision-setting, relationship-building, and fostering innovation. Leaders must stay updated and adaptable as AI evolves, balancing its capabilities with human insight, ethics, and emotional intelligence.

This theoretical paper presents a novel "Kinematic Model" of leadership, designed to capture the dynamic nature of leadership within organizations considering the environments in which they arise amidst the context of continuous change. At the core of every organization are three fundamental components: people, processes, and resources. The leadership landscape consists of 34 distinct constructs, from traditional styles such as transformational and transactional to newer ones like digital and neuroleadership. Leadership operates within varied environments, influenced by internal and external events, as well as the nature and experiences of the individuals and groups comprising organizations. The Kinematic Model integrates these elements into ten domains, emphasizing the need for continuous assessment, adaptability, and balancing people, processes, and resources. Taken together this review provides an orientation and reference to a separate comprehensive survey developed in parallel that provides a framework for any leadership assessment in various organizational settings. In the context of artificial intelligence (AI), its integration into organizations significantly affects leadership dynamics. AI enhances decision-making by analyzing vast data sets, but also risks over-reliance, potentially sidelining human judgment. AI's insights into employee performance might overlook intangible leadership qualities. Additionally, ethical concerns arise with AI in leadership, including workplace surveillance and algorithmic biases. As AI takes on more leadership roles, leaders must adapt, emphasizing vision-setting, relationship-building, and fostering innovation. Leaders must stay updated and adaptable as AI evolves, balancing its capabilities with human insight, ethics, and emotional intelligence.

Sports participation serves as a vital medium for fostering comprehensive adolescent development within the Indian context, where social, cultural and educational changes significantly influence youth experiences. This review consolidates research on the relationship among sports involvement, life skills acquisition and leadership development, focusing on their combined contribution to Positive Youth Development in India. Through an analysis of empirical studies, policy frameworks and theoretical approaches, the paper explores how both organized and informal sports environments nurture essential life skills such as teamwork, discipline, communication, resilience and decision making. The review emphasizes that participation in sports extends beyond physical well-being to support experiential learning that cultivates leadership qualities and civic responsibility among adolescents. Furthermore, social factors including gender, socioeconomic background and institutional support shape the accessibility and developmental outcomes of sports-based programs. Although awareness of Positive Youth Development is increasing in Indian sports research, there remain limitations in longitudinal studies, program evaluation models and culturally relevant assessment tools. This review adopts a narrative approach to synthesise empirical studies, conceptual literature and Indian policy documents on adolescent sport, life skills and leadership. It proposes an integrated framework that links intentionally designed sport environments, explicit life skills and leadership instruction, and alignment with national youth policies and educational agendas to strengthen socio-emotional learning and leadership. Overall, the findings underscore the transformative potential of sport for enhancing adolescent development in India and call for inclusive, evidence-based and context-sensitive strategies to sustain positive youth outcomes.

This paper for the 20th anniversary issue of the Journal of Global Information Management (JGIM) looks back on the last ten years of research on two related areas highlighted in Tan and Gallupe’s (1999) manifesto for research on global information management in the decade ahead: global enterprise management and global management of information resources. In particular, the paper examines the relationship between the structure and governance of multinational enterprises (MNEs) and the structure and governance of IT resources in MNEs. Early IS research hypothesized alignment between enterprise organization structure and the structure of the IT function in high-performing organizations. However, research on “structure” in both MNEs and IT resources shifted to the concept of “governance”. This paper argues that IT organization design (structure and governance in combination) should be the focus of future research on IT resources management in MNEs. In addition, the paper argues that the relationship between MNE design and IT resources management is a critical topic. The paper examines three relationships among these two concepts: the contingency theory argument that IT resources management should follow and be aligned with MNE organization design, the universalistic argument that there is one best way to organize IT resources in MNEs, and the co-evolutionary argument that IT enterprise resources management design can lead, as well as follow, MNE organization design.

국가 수출 경쟁력을 높이기 위해서는 글로벌 공급사슬의 구축과 관리가 중요하다. 본 연구에서는 유라시아 국가를 대상으로 글로벌 공급사슬 위험관리 효율성을 측정하고 우리나라의 위험관리 수준을 진단하고자 한다. 이를 통해 우리나라의 수출 경쟁력을 강화시킬 수 있는 방안을 제시하는데 본 연구의 목적이 있다. 우리나라의 공급사슬 위험관리 효율성을 향상시키기 위해서는 덴마크와 카타르를 준거로 모든 위험을 평균 70%를 감소시켜야 하는 것으로 나타났으며 위험관리 생산성을 향상시키기 위해서는 내부적인 위험관리 노력을 기반으로 하되 외부 위험요소를 예측하고 이를 신속하게 대응할 수 있는 매뉴얼 구축이 더 필요한 것으로 나타났다. 마지막으로 위험관리 효율성에 국외직접투자가 영향을 주는 것으로 나타나 적절한 국외직접투자 전략, 예를 들어 오프쇼링(offshoring)과 아웃소싱(outsourcing) 등을 활용하여 시장을 넓히고 해외 시장 진출을 도모하는 전략이 국가 경쟁력을 강화 할 수 있는 방안으로 제시된다.It is important to establish and manage the global supply chain that can enhance the national competitiveness. therefore This study measures the efficiency of global supply chain risk management for Eurasian countries and then diagnoses the level of global supply chain risk management in Korea. The ultimate purpose of this study is to suggest ways to improve the competitiveness of nations by managing the global supply chain risk efficiently. In order to improve the efficiency of supply chain risk management in Korea, it is necessary to reduce all risks by 70% on the basis of risk in Denmark and Qatar. Also it is prioritized to predict and respond the external risk quickly but it can be based on the effort of managing internal risk. Lastly It proves that outflowed FDI has an impact on supply chain risk management. thus the adequate FDI strategies such as offshoring or outsourcing, which can expand and extend the market into overseas markets are efficient ways to enhance the competitiveness by managing global supply chain risk efficiently and productively.