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Management journal

Asia-Pacific Institute of Management

Volume 13
Issue 3-4, Current Issue September & December 2017 , pp. 81–140
 
• What Really Matters to Change Recipients: Dimensions of Supervisors’ Change Communication
 
Authors

- Sevda Helpap(Baumgartner & Co. Business Consultants GmbH, Neuer Wall, Hamburg, Germany.),
- Heike Schinnenburg (Faculty of Business Management and Social Sciences, University of Applied Sciences Osnabrück Caprivistr, Osnabrück, Germany.)

Abstract

While the importance of supervisors’ communication for the successful implementation of organisational change is often emphasised, evidence regarding the actual dimensions of change communication and the reaction of change recipients is scarce. As communication is highly context and culture specific, this study included participants from Germany and India. To meet these research aims, we conducted focus group discussions (FGD) with overall 50 graduate students with work experiences from Germany and India. We identified key dimensions of informative, empathic and participatory change communication that are of high importance for change recipients. The German and Indian participants had similar expectations regarding the informative and empathic dimensions of change communication. However, interestingly, their assessment of the actual participation differed substantially, with consequences for their emotional responses. The findings emphasise the crucial role of supervisors’ communication for employees’ emotions in times of change. Supervisors thereby need to consider the diverse dimensions of their communication and stimulate employees’ expectations regarding information, empathy and participation with different communicative activities and approaches. This study provides important insights into organisational change communication by analysing its key dimensions, linking it to employees’ emotions and considering the cultural context.

 

 

• Servitisation of an Industry and National Competitive Advantage in International Business: The Case of Taiwan Textile Manufacturing and Sri Lankan Apparel Manufacturing Industries

 

 

First Published July 24, 2018; pp. 89–97

Abstract

Servitisation studies in extant literature contribute to the resource-based view and relational view where industrial organisation view was largely ignored due to the focus on individual manufacturing units. In international business industry, competitiveness is required to enhance the performance of individual organisations. Following post-positivism epistemology, a multi-case study approach has been employed in this study. The unit of analysis is the network consisting of manufacture, supplier and the customer. Two such units of apparel manufacturing industry in Sri Lanka and two units from textile manufacturing industry in Taiwan were selected. This study establishes the link between servitised industry and national competitive advantage. The collaboration with suppliers, indirect competitors and other partners were identified as critical factors to differentiate a business-to-business (B2B) manufacturing industry in an international business.

 

• Investments, Market Timing and Portfolio Performance across Indian Bull and Bear Markets

 

First Published July 24, 2018; pp. 98–109

Abstract

The returns generated from an investment alternative are exponentially higher when espoused with appropriate timings. This article expound on the market timing used by investors to formulate profitable investment strategies in the stock market, which requires gathering of information at both micro- and macro-levels along with market trends to make timely decisions and evaluating the universe of stocks available. The market trends are been broadly classified into bull and bear phases, which have dynamic influence on buying and selling in the stock market. Further, the study supports the retail investors’ participation in the market for long-term to generate higher returns as compared to other conventional alternatives. The study attempts to identify bull and bear market turning points using a formal turning point identification procedure and formulate a profitable investment strategy in bull or bear market phases to maximise the returns. Hence, the present study provides to understand how the two phases influence investment decisions and determine the implications of bull and bear market phases on investors’ investment strategy.
• Investments, Market Timing and Portfolio Performance across Indian Bull and Bear Markets

First Published July 24, 2018; pp. 98–109

Abstract

The returns generated from an investment alternative are exponentially higher when espoused with appropriate timings. This article expound on the market timing used by investors to formulate profitable investment strategies in the stock market, which requires gathering of information at both micro- and macro-levels along with market trends to make timely decisions and evaluating the universe of stocks available. The market trends are been broadly classified into bull and bear phases, which have dynamic influence on buying and selling in the stock market. Further, the study supports the retail investors’ participation in the market for long-term to generate higher returns as compared to other conventional alternatives. The study attempts to identify bull and bear market turning points using a formal turning point identification procedure and formulate a profitable investment strategy in bull or bear market phases to maximise the returns. Hence, the present study provides to understand how the two phases influence investment decisions and determine the implications of bull and bear market phases on investors’ investment strategy.




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