http://dspace.iimk.ac.in:80/xmlui/handle/2259/433 This section is mainly deals with the publications of IIMK Community in the area of Organizational Behaviour. Thu, 24 Sep 2026 14:31:29 GMT 2026-09-24T14:31:29Z http://dspace.iimk.ac.in:80/xmlui/handle/2259/1207 Age is just a number, but with number comes prejudice: exploring workplace ageism and charting directions Manoranjan Dhal; Aparna Varma; Liji James; Amitabh Anand Purpose – Ageism has deleteriously influenced individuals and society for nearly half a century. Despite receiving increased attention, it remains under-researched regarding how it might be reduced in the workplace. Even though its prevalence and allure, review studies on workplace ageism (WA) are also scarce, and thus a review is warranted. Design/methodology/approach – To fill the preceding void, this study will systematically review the existing literature on WA using data from the past four decades. Findings – This study identified the various antecedents and the intervention mechanism through which WA may be reduced. Additionally, through reviews, the authors advance the research by offering promising avenues for future research. Originality/value – This review contributes to human resources managers and will inspire future scholars to delve deeper into combating age discrimination, stereotypes and bias toward employees in workplaces. International Journal of Organizational Analysis- pp. 2436-2467, Liji James, Aparna Varma and Manoranjan Dhal (Indian Institute of Management Kozhikode, Kozhikode, India), Amitabh Anand (Excelia Business School, CERIIM, La Rochelle, France and CIAS, Budapest, Hungary) DOI: 10.1108/IJOA-10-2023-4030 Fri, 12 Jan 2024 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/1207 2024-01-12T00:00:00Z http://dspace.iimk.ac.in:80/xmlui/handle/2259/1195 Working remotely and feeling lonely? – Knowledge hiding and the role of work characteristics Payal Anand As remote work has become prevalent in recent years, it has brought to light several concern-ing challenges, such as the issue of knowledge hiding. This study uses social informationprocessing theory to investigate knowledge hiding in remote work. It investigates the ante-cedents, i.e., job characteristics and consequence, i.e., workplace loneliness of perceived knowl-edge hiding among knowledge workers. The study investigates the phenomenon from the lensof knowledge seekers. Using PROCESS MACRO, a survey-based field study of 500 mid-levelexecutives was conducted in two phases to test the hypothesised model. The results supportthe hypothesised framework and reveal a positive relationship between work characteristics,i.e., role and task conflict with knowledge hiding. It further confirms the mediating effect ofknowledge hiding between work characteristics and workplace loneliness. This study high-lights the challenges knowledge workers face in remote setups and offers implications forfuture research and practice. Knowledge Management Research & Practice - Pages 500-513, Payal Anand (Department of OB-HRM, Indian Institute of Management Kozhikode, Kunnamangalam, India) DOI: https://doi.org/10.1080/14778238.2024.2325024 Sat, 17 Feb 2024 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/1195 2024-02-17T00:00:00Z http://dspace.iimk.ac.in:80/xmlui/handle/2259/1080 Enabling Mechanisms of Top Management team Processes for Organizational Ambidexterity in SMEs Aparna, Venugopal Business organizations need to simultaneously exploit existing competencies and explore new opportunities for its long-term effectiveness and to sustain competitiveness in a dynamic environment. Organizational ambidexterity is an organization’s ability to simultaneously pursue both exploration and exploitation activities. Past researchers studying organizational ambidexterity have explored its structural and contextual antecedents and/or its relationship with innovation and firm performance. Irrespective of its structural or contextual genesis, researchers agree that the major decisions and tasks related to ambidexterity are made and implemented by the top management team (TMT) of the organizations. Previous studies have explored the effect of different TMT processes on ambidexterity. Of these, TMT behavioural integration (consisting of collaborative behaviour, information exchange and joint decision making) is an important contributor to ambidexterity. Hence, to nurture ambidexterity in firms, it is essential to understand how TMT behavioural integration is enabled in firms. To the best of our knowledge, no study has explored the enablers of TMT behavioral integration. Hence, in the present study we addressed the following research questions: (1) What are the distinct mechanisms that enable the top management behavioural integration? (2) What are the effects of each of these mechanisms on the different conceptualizations of ambidexterity (combined exploration and exploitation or a mid way balance of exploration and exploitation)? In this study we further explored the relationship of the TMT processes with ambidexterity and with firm financial performance by addressing the following questions: (1) How does top management behavioural integration affect the different conceptualizations of ambidexterity? (2) What are the distinct effects of the different conceptualizations of ambidexterity on firm financial performance? (3) What is the effect of top management behavioural integration on firm financial performance? In contrast to large organizations, the TMT members in Small and Medium Enterprises (SMEs) adorn both strategic and operational roles and hence have a larger role in influencing the ambidexterity of their organizations. Therefore, we conducted this study in the research context of SMEs... Research Advisory Committee: Prof. Krishnan T N (Chair-person), Prof. Manish Kumar (Member), Prof. Rajesh Srinivas Upadhyayula (Member):: Hardcopy of the thesis is available in the library. Please contact the help desk for reference. Fri, 01 Jan 2016 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/1080 2016-01-01T00:00:00Z http://dspace.iimk.ac.in:80/xmlui/handle/2259/979 Work disengagement among SME workers: evidence from India Rastogi, Ashish; Pati, Surya Prakash; Dixit, Jitendra Kumar; Pankaj Kumar Purpose – The purpose of this paper is to examine the two alternative theoretical explanations of disengagement at work. Following the job demands-resources ( JD-R) perspective, the relationship between job complexity and disengagement is tested. In accordance with the process model of burnout, the association between exhaustion and disengagement is examined. The paper also examines conservation of resources (COR) as an integrative framework as far as the moderating role of resilience in both these relationships is concerned. Design/methodology/approach – Survey-based quantitative methodology was followed. A total of 138 employees of an agro-processing unit in North India were surveyed, and 119 usable responses were obtained. Besides the constructs of interest, the questionnaire also sought responses on the relevant demographic variables. Findings – Both job complexity and exhaustion predicted disengagement at work. However, contrary to a negatively hypothesized relationship between job complexity and disengagement, a positive association was found. Resilience was found to be negatively moderating exhaustion-disengagement relationship. No influence of resilience was found on the complexity-disengagement association. Research limitations/implications – The findings could be specific to the sample and to India. Caution should be exercised while generalizing. Future researchers should validate the findings across contexts. Practical implications – The results suggest that complexity may not necessarily be perceived as a resource. Hence organizations must invest in training and skill development programs for their workers. Further, managers should assess resilience as an important component while selecting workers. Originality/value – Contrary findings vis-à-vis job complexity and disengagement could have implications for the JD-R perspective. Further, this research integrates alternative explanations of disengagement employing the COR framework. Sun, 01 Jan 2017 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/979 2017-01-01T00:00:00Z