Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/896
Full metadata record
DC FieldValueLanguage
dc.contributor.authorKhandwalla, Pradip N.-
dc.date.accessioned2010-03-12T12:09:44Z-
dc.date.available2010-03-12T12:09:44Z-
dc.date.copyright1987-04-
dc.date.issued2010-03-12T12:09:44Z-
dc.identifier.urihttp://hdl.handle.net/11718/896-
dc.description.abstractThe paper defines Organizational Behaviour (OB) and indicates its relevance to management. It briefl describes some global trends in OB. Next, it discusses trends in OB research in India vis-a-vis quantity of OB research, the OB product-mix, shift from academic to socially relevant research, diversity in the use of research methods, and the emergence of Indian OB models. The paper next indicates cumulation in the areas of work motivation, conflict and conflict management, and the management of organizational dynamics. Finally, after noting the achievements of OB research in India the paper identifies several gaps and suggests several directions future OB research should take. In particular, it pleads for a sharper social focus, involving studies of the organizational consequences of major Indian realities and greater priority to the study of strategic organizations and individuals. It suggests greater effort at relating macro-OB variables to micro-OB variables, at relating macro-OB variables with one another, and the examination of a number of under-investigated micro-OB variables. It pleads for much greater use of natural experiments based research, and concludes by listing the sorts of help practitioners want from OB academics.en
dc.language.isoenen
dc.relation.ispartofseriesWP;1987/667-
dc.subjectOrganisational behaviouren
dc.subjectResearch - Indiaen
dc.titleOrganizational behaviour research in India: a reviewen
dc.typeWorking Paperen
Appears in Collections:Working Papers

Files in This Item:
File Description SizeFormat 
WP 1987_667.pdf3.02 MBAdobe PDFView/Open


Items in IIMA Institutional Repository are protected by copyright, with all rights reserved, unless otherwise indicated.