Jatin Pandey

Bio: Jatin Pandey is an academic researcher from Indian Institute of Management Indore. The author has contributed to research in topics: Job performance & Emotional labor. The author has an hindex of 11, co-authored 43 publications receiving 333 citations. Previous affiliations of Jatin Pandey include Indian Institute of Management Kozhikode & Indian Institute of Management Ahmedabad.

Deciphering the Distance between Distance Education and Working Professionals in Difficult Geographies

Abstract: This study investigates the factors that draw working professionals towards distance education programs, and the factors that sustain their distance education experience. The study is conducted in difficult terrains of Uttarakhand, a hilly state in India which helps us investigate the phenomenon in difficult geographies. Through interviews of ten working professionals in this difficult geography these factors are deduced and a conceptual model is then developed. We also tried to find theoretical linkages to the factors identified. The findings are of value to distance educators and students alike. Keywords: Interview, Distance Education, Working Professional, Difficult Geographies The question of why a working professional would invest her/his time and energy in pursuing a course through distance education had been of interest to us. Though the phenomena is universal what made it special was the setting in which it was taking place. This phenomena was observed in Uttarakhand, a hilly state in central Himalayan region of India. The complex terrain of the land is composed of hills and plains and is susceptible to natural calamities (Justice, 2013; Pandey & Joshi, 2011). A geography of Uttarakhand hills combined with low access and visibility can be classified as a difficult geography. Studies have brought forth the asymmetries in resource distribution in difficult geographies in Uttarakhand (Ghanshala, Pant, & Pandey, 2013). A public sector organization was chosen for this study to compound the complexity of the phenomenon as studies have indicated that public sector do not work efficiently (Nandeoliyar, 1996, p. 59; Sathye, 2005) and bureaucracy is seen as a major factor for this state (Gupta, 2012). An important question became: What then drove them to put in effort to pursue higher education? To find the reasons, we set out to interview ten people from Uttarakhand state in a public sector organization. We found different factors that emerged as response to our engagement with the respondents and transcribed transcripts. These factors were found to have groundings in existing constructs, which are discussed later in this paper. The research attempts to add to the understanding of distance education companies who wish to attract working professionals into their fold and students of difficult geographies who wish to pursue distance education along with jobs. The results would thus be extremely useful for both nonprofit and for-profit distance education institutions. It will also entice scholars to take a view from post structuralism towards emancipatory research for marginalized difficult geographies.

A Study on Congruence between Classical Nyaya Sutras and Modern Theories of Knowledge

Abstract: Knowledge is an asset that can make or break organizations. Its importance has been duly asserted in the Western management thought as well as in the Indian classical philosophical thought. The pre...

Spreading the Light of Knowledge: Nexus of Job Satisfaction, Psychological Safety and Trust

Abstract: Given the strategic importance of knowledge in current competitive business environment, it becomes imperative to unfold the possible avenues to motivate the employees to share knowledge with fellow-members in the organization. The article investigates, mechanism of influence of job satisfaction on knowledge sharing behavior of Indian IT-professionals from the lens of social-exchange theory and Job demands-Resources JD-R model. A longitudinal study of 106 respondents from Indian IT firms indicates that job satisfaction directly and indirectly encourages the individual to share their knowledge. Specifically, the authors found trust in management and psychological safety mediated this relationship. Implications of their findings for practice and limitations of the study and directions for future research have also been discussed.

Understanding talent management for sports organizations - Evidence from an emerging country

Abstract: Talent Management (TM) has emerged as a key strategic issue for global organizations. Despite the growth of global sports entities, research on TM in this context is scarce. This paper addresses th...

Decoding the dark shades of electronic human resource management

Abstract: While prior studies have highlighted the brighter side of technology adoption in improving human resource (HR) functions, the dark side pertaining to the adoption of technology in people management within organizations has gone relatively unnoticed. The current study tries to demystify the dark side of electronic human resource management (e-HRM) by examining banking institutions in India which are believed to have undergone several transformations in recent years.,This study adopts an inductive qualitative approach to examine the research problem. In total, 53 semi-structured interviews were conducted with the employees of eight public sector banks in India. The interviews were transcribed. The analysis of the data was done using the thematic analysis technique.,The findings of the study suggest that there is a stratification of the workplace in banking institutions into digital natives and digital migrants. This social stratification is based on technology adoption and usage which has further created problems in the form of knowledge hiding and perceived workplace conflicts.,The findings of the current study have important theoretical and managerial implications. It not only extends the current scholarship on the transtheoretical model of change but it also has strong managerial implications as it highlights the need for the adoption of customized e-HRM training curriculums for the workforce based on their age, education, work experience and expertise.,Current research on the dark side of e-HRM is inadequate. Furthermore, the evolution of banking institutions from being a typical bureaucratic organization into a hybrid one has not been examined in the context of e-HRM.

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

The knowledge-creating company

Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.