http://dspace.iimk.ac.in:80/xmlui/handle/2259/813 2015: Vol 4 (1): 1-75 Tue, 12 May 2026 13:18:19 GMT 2026-05-12T13:18:19Z http://dspace.iimk.ac.in:80/xmlui/bitstream/id/47584670-55c2-4f42-a58b-1f4b40981776/january-2015.gif http://dspace.iimk.ac.in:80/xmlui/handle/2259/813 http://dspace.iimk.ac.in:80/xmlui/handle/2259/881 1. Editorial Joffi Thomas; Radhakrishna Pillai, R Is there a distinct management style as ‘Indian way of management’ in practice as there is Western style of management developed during the industrialization age and Japanese style of management, which received global attention during 1980s? Or, is there a possibility to develop a distinct management style rooted in Indian culture, traditions and values that can address the management challenges offered by a turbulent environment in an increasingly globalized world, as the Japanese style of management evolved?.... IIM Kozhikode Society & Management Review 4(1) vii–ix © 2015 Indian Institute of Management Kozhikode Thu, 01 Jan 2015 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/881 2015-01-01T00:00:00Z http://dspace.iimk.ac.in:80/xmlui/handle/2259/880 2. Globalizing Indian Thought through Indian Management Knowledge Tree Subhash Sharma This article traces the evolutionary journey of the idea of Indian management 1960 onwards. It identifies four phases of development of Indian management ideas in terms of adopting a scientific approach (1960–1980), recognizing the influence of cultural approach through indigenous theories and concepts (1980–2000), movement towards Indian ideas in management through influences of new consciousness in a ‘New Age of modernity’ (2000 onwards) and the fourth phase beginning with 2010, wherein globalizing Indian thought is gathering momentum. This journey has led to seeding and gradual growth of the Indian management knowledge tree representing the coexistence of multiple paradigms primarily represented by five thought streams as five branches of the knowledge tree. The article also views this evolutionary journey and the growth of the Indian management knowledge tree, within the context of historical changes at the global and Indian society level and also in the context of four stages of Western management thought over the last 100 years. It suggests that more than 50 years of experiences in creating new knowledge are leading us towards the development of a new ‘body of original knowledge’ (BOOK), that could become a basis for globalizing Indian thought and Indian ideas in management. The article also presents a brief discussion on some of the management centres in India, involved in globalizing Indian thought through Indian Ideas in Management. IIM Kozhikode Society & Management Review 4(1) 1–14 © 2015 Indian Institute of Management Kozhikode Thu, 01 Jan 2015 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/880 2015-01-01T00:00:00Z http://dspace.iimk.ac.in:80/xmlui/handle/2259/879 3. Role of Self-managing Leadership in Crisis Management: An Empirical Study on the Effectiveness of Rajayoga Radhakrishna Pillai, R; Anil Kumar, G; Krishnadas, N Crises are common in the modern world and the value system of leaders plays a crucial role in effectively managing the crises. The role of self-managing leadership in crisis management is explored in this article. An empirical study is conducted to understand the effectiveness of the ancient self-management technique called Rajayoga. It is based on a sample survey among two groups—one group not practicing Rajayoga and the other group practicing Rajayoga. It is found that the inner powers and innate values have a positive correlation with crises management capabilities. Further, these capabilities and correlations are found to be stronger in a group of people practicing Rajayoga for self empowerment. The relationship between inner powers and innate values, the interactivity and proactivity among the inner powers, the relationship between the ‘doing’ powers and the ‘being’ powers are also confirmed through the study. IIM Kozhikode Society & Management Review 4(1) 15–37 © 2015 Indian Institute of Management Kozhikode Thu, 01 Jan 2015 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/879 2015-01-01T00:00:00Z http://dspace.iimk.ac.in:80/xmlui/handle/2259/878 4. Workplace Bullying: A Review of the Defining Features, Measurement Methods and Prevalence across Continents Mariam Ciby; Raya, R. P Over the past 25 years, academic researchers across the globe have extensively studied the concept, definition and the prevalence of workplace bullying. Even though researchers around the globe explain bullying with multiple terminologies, certain key features define the phenomenon. The researchers have used various methods and tools to measure the prevalence of the phenomenon. Therefore, this article aims to review and present the key defining features, various measuring methods and the prevalence of workplace bullying across various continents, such as, Scandinavia, Europe, North America, Australia and New Zealand, Asia and Africa. The findings from the review of prevalence highlights that workplace bullying is highest in Asia and lowest in Scandinavia. The review draws attention to the various key directions for future research. IIM Kozhikode Society & Management Review 4(1) 38–47 © 2015 Indian Institute of Management Kozhikode Thu, 01 Jan 2015 00:00:00 GMT http://dspace.iimk.ac.in:80/xmlui/handle/2259/878 2015-01-01T00:00:00Z