This study examines the antecedents, consequences, and buffers of job burnout among software developers using job demands resources theory. Data were collected from 372 software developers in India...

Antecedents, Work-Related Consequences, and Buffers of Job Burnout Among Indian Software Developers:

As India continues to emerge as a global economic player, scholars and practitioners increasingly need to understand the cultural heterogeneity within this large and populous nation Based on Lenartowicz and Roth’s framework of culture assessment, we have identified nine distinct subcultural regions of India and used explanations grounded in functional and neo-institutional theories to account for the origin and maintenance of cultural distinctiveness of these regions Further, we developed seven cultural value dimensions for the Indian society and used these to hypothesize and empirically test the existence of cultural differences within India Results supported our hypothesized arguments This study advances our knowledge of how global functional and institutional forces have combined with national forces to shape India’s overall culture and how more local forces have shaped its regions Methodologically, it identifies and develops measures that specifically reflect the values of individuals living in India and uses these to assess intra-national cultural differences within this nation Further, it suggests how use of multiple methods can enable us to understand the simultaneous presence of somewhat contradictory values within a society The study also provides applications of the proposed cultural value dimensions and advises implications of regional subcultures for various social and organizational phenomena

https://papers.ssrn.com/sol3/Delivery.cfm/jibs_2014_70.pdf?abstractid=2598061&mirid=4

Mapping India’s regional subcultures: Implications for international management

Purpose – This paper seeks to argue against the conventional wisdom in the current TQM literature that hierarchy is not conducive for TQM. It aims to identify the cultural dynamics that can aid TQM implementation in a hierarchical country like India.Design/methodology/approach – The paper reflects on the existing literature on culture and TQM and develops a mechanism that explains why hierarchy hinders TQM implementation in Western culture and how it can support TQM implementation in Indian culture.Findings – In a people oriented culture like those of Japan and India, nurturance is the juice that sustains hierarchy that finally morphs into collectivism. In these social systems, there need not be conflicting impact of hierarchy and collectivism on TQM implementation if the nurturance aspect of hierarchy is understood. Thus, in the Indian context, hierarchy, operationalised through the guru‐shishya (teacher‐student) relationship between the boss and the subordinate can develop a learning orientation among t...

Indian culture and the culture for TQM: a comparison

Cross-cultural comparative studies mostly have been based on the assumption of cultural homogeneity that equates culture with nation. This assumption overlooks the cultural diversity that might exist within a nation. This article is based on the review of four empirical studies conducted by J.B.P. Sinha and his associates focusing on cultural diversity within India. A review of these studies revealed seven pan-Indian cultural preferences: (a) collectivist orientation; (b) respect for status and power; (c) primacy of personalized relationship; (d) desire to be embedded in an in-group; (e) familism; (f) context-sensitive (situational) behaviour; and (g) cynical view about others. However, it also revealed location-specific cultural preferences. The authors have analyzed these preferences, extracted from the findings of these studies for those locations which have been covered in more than one study, to present an holistic picture of the culture of each location. Sinha and his associates view cultural differ...

Mapping Cultural Diversity within India: A Meta-analysis of Some Recent Studies

To supplement the extant mentoring literature that has taken a predominantly Western/U.S. perspective, the present study examined the nature of mentoring relationships in a highly power-distant and collectivistic culture such as India. Twenty-nine Indian masters of business administration (MBA) students participated in a qualitative study (using in-depth interviews) regarding Indian conceptualizations of mentors, the dynamics of mentoring relationships, their mentoring experiences in India, and the practice of mentoring as a career management tool. Content analysis revealed that while some aspects of mentoring seem culturally invariant, other aspects might be influenced by careers and socio-cultural contexts. The findings are discussed from relational and cultural perspectives with theoretical and practical implications for cross-cultural management and human resource practice. © 2010 Wiley Periodicals, Inc.

Dynamics of mentoring relationships in India: A qualitative, exploratory study

The study is part of the ongoing efforts to identify the dimensions of societal and organisational cultures, the impact of the former on the latter, and their combined influence on managers' work r...

Facets of Societal and Organisational Cultures and Managers' Work Related Thoughts and Feelings

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Anand Sukumaran

Papers

Facets of Societal and Organisational Cultures and Managers' Work Related Thoughts and Feelings

Many Streams, One River: Multimusical Educators in the K-12 Music Classroom