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. Tue, 12 May 2026 13:14:38 GMT 2026-05-12T13:14:38Z 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 http://dspace.iimk.ac.in:80/xmlui/handle/2259/977 Student engagement in Indian context: UWES-S validation and relationship with burnout and life satisfaction Ashish, Rastogi; Surya Prakash, Pati; Pankaj Kumar; Jitendra Kumar, Dixit; Sudeepta, Pradhan The student version of Utrecht work engagement scale (UWES-S) is increasingly being employed to assess student engagement without sufficient evidence for its validity, reliability and generalisability. This research seeks to investigate the psychometric properties of UWES-S in the Indian context. Two studies are reported. Study 1 (N = 207) investigates the 14-item UWES-S for factorial and convergent validity, and internal consistency. Study 2 (N = 279) revalidates findings from study 1 and examines relationships with burnout and life satisfaction. The three-factor morphology of UWES-S stands validated across both the studies. Evidence for convergent validity and internal consistency has been provided. The research also proposes a nine-item version of UWES-S based on psychometric properties and item analysis. Further, student engagement is found to be negatively associated with student burnout and positively related to student life satisfaction. This research has a few limitations. Data for analysis has been obtained only from management students. Further, predictive validity has been tested with burnout and life satisfaction only. Tue, 17 Apr 2018 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/977 2018-04-17T00:00:00Z http://dspace.iimk.ac.in:80/xmlui/handle/2259/968 Causes, Contingencies, and Consequences of Disengagement at Work: An Integrative Literature Review Rastogi, Ashish; Pati, Surya Prakash; Krishnan, T. N.; Satish Krishnan Disengagement at work is proving to be a source of continued trouble for business organizations. Various estimates suggest that in excess of 70% of the workforce is either passively or actively disengaged, which in turn subjects the organizations to enormous financial burden. Regretfully, this problem has not found sufficient intellectual resonance in the academia. Therefore, employing conservation of resources (COR; Hobfoll, 1989) as the guiding theory, in this research, we conduct an integrative literature review to consolidate the extant approaches to disengagement at work. Apart from explaining the construct, we also identified its antecedents, moderating influences, and outcomes. Implications for human resource development (HRD) research and practice have been discussed. We believe that such an attempt is likely to encourage an informed debate on the subject in the academic domain, while helping practitioners identify actionable interventions. Human Resource Development Review 2018, Vol. 17(1) 62–94. Visit http://journals.sagepub.com/doi/abs/10.1177/1534484317754160 for Fulltext of this article Mon, 01 Jan 2018 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/968 2018-01-01T00:00:00Z