a research & academic journal of business management
TRANSCRIPT
A Research & Academic Journal of Business Management
ISSN-0975-7988 Vol 10 issue 2 July Dec 2019
Foreword
Editorial
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6
23
30
43
59
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Anita R Singh, Divya. C, Saritha Kolluri, Veera Shireesha Sangu
P. Senthilmurugan
Impact of impact of mergers on consumers and employees with respect to banks in India
Changing employee attitude with Respect to TQM and Profit Sharing on continuous improvement orientation
Can Knowledge Transfer Be Considered Expatriate Success
Archana S Kothavale
Pharmaceutical Industry B.Thirumoorthi
Relevance to The Diversity and Inclusion to The Contemporary India
Executive’s Cognitive Factors with Reference to New Product Launch Success in
Swati Patil Sujaine Mishra
Gate No-8, General Sciences Building, 'C' Block, MSRIT Post, M S Ramaiah Nagar, MSRIT Campus, Bengaluru - 560 054, Website : www.msrim.in
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The M.S. Ramaiah Management Review is a peer reviewed research & academic journal in the field of management. It is a biannual publication which publishes research papers, case studies, interviews and book reviews in all the functional areas of management.
Editorial Board Members
Dr. Elizabeth Rose Professor, University of Leeds
Dr. Easwaramoorthy Rangaswamy Principal & Provost
Amity Global Institute Singapore
Dr. Nazrul Islam Adviser to the Board of Trustees & Dean of School of
Business Canadian University of Bangladesh
Prof. Raghunath R. Indian Institute of Management, Bangalore
Dr. Shwetmala Kashyap Ramaiah Public Policy Center
Dr Aisha Shariff University of Mysore
Prof. V. Narayanan Ramaiah Institute of Management
Dr. H. Muralidharan Ramaiah Institute of Management
Dr. Savitha Rani Ramaiah Institute of Management
Dr. Triveni P Ramaiah Institute of Management
Disclaimer
The views and opinions expressed in the articles and other materials are the personal
opinions of the authors. Those are not necessarily of the publishers.
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Contents:
Executive’s Cognitive Factors with Reference to New Product Launch Success in Pharmaceutical Industry B.Thirumoorthi
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Relevance to The Diversity and Inclusion to The Contemporary India Swati Patil Sujaine Mishra
23
Changing employee attitude with Respect to TQM and Profit Sharing on continuous improvement orientation P. Senthilmurugan
30
Can Knowledge Transfer Be Considered Expatriate Success Anita R Singh, Divya. C, Saritha Kolluri, Veera Shireesha Sangu
43
Impact of impact of mergers on consumers and employees with respect to banks in India Archana S Kothavale
59
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Editorial Board
Human Resources
Dr.H Muralidharan
Dr. V Padmaja
Dr. Bhanumathi P
Finance
Prof. V Narayananan
Prof K N Sreekanthan
Dr. Savithrani Ramachandran
Dr. Triveni P
Marketing
Prof. Purnima Ramaswamy
Dr. Swathi Basu Ghose
Dr. Anuradha T N
Operations
Dr. Asim Kumar Bandyopadyay
Dr. Ranagarajan
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FOREWORD
It gives us immense pleasure to extend a warm welcome to all our readers to the
current issue of our Bi-annual Journal, the “M. S Ramaiah Management Review”.
It has been our constant endeavor to make the M. S Ramaiah Management Review
a standard refereed journal over time by disseminating quality scholarly research
in the field of business.
The current issue of the Journal contains articles from several key areas of the
management domains and features noteworthy contributions from academia and
industry.
We would like to thank all contributors for their dedication and tireless effort to
help bring this to fruition. We hope that the issue will add to the existing body of
knowledge in the respective areas. We look forward to your suggestions and input
on the issues discussed here and ideas for future issues of the journal.
- Dr. H. Muralidharan
Dean, Ramaiah Institute of Management
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EDITORIAL
Business schools in India are evolving at a rapid pace. However, if we have to make meaningful
contributions to business education, research and practices, we must produce high quality
management research that cement teaching and learning processes. Research should be
practical and application oriented that facilitates an honest dialogue between academia and
industry.
The M. S Ramaiah Management Review seeks to encourage, welcome research articles, case
studies and papers on current challenges and experiences of academia, the government and
industry in the management domain. The research can be theoretical or empirical but must focus
on actionable outcomes. The current issue of the M. S Ramaiah Management Review covers a
wide range of articles from academia and industry from several key focus areas such as
marketing, finance, operations and human resources.
We take this opportunity to thank our Director, Chief Executive and our Dean for their unending
support and patronage of the journal. We thank all contributors for their dedication, time and
effort in their contributions to the existing body of literature in their respective focus areas. We
look forward to critique, feedback and ideas for further discussion in upcoming issues.
Dr. Rajveer S Rawlin
Dr.Arul Senthil Kumar
Dr. T.Praveen kumar Editors
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Executive’s Cognitive Factors with Reference to New Product Launch Success in Pharmaceutical
Industry
B.Thirumoorthi*
Abstract
New product launch plays a vital role in the pharmaceutical industry. The study identifies the key
determinants of new product launch success, examines their role and impact on launch
performance and links them to the different stages of product life cycle in the pharmaceutical
new product launch context. In order to determine the factors of new product launch success in
pharmaceutical industry, the factors are as follows Market Orientation, Relationship Orientation,
Product Advantage, Strategic Choices, Tactical Decisions, Sales Force Management, Relationship
Marketing Activities, Customer Acceptance, New Product Launch Success etc. The Sample size
collected for this study are 115 respondents working in Sales, Marketing and Marketing in
different Pharma Companies in India. For the study tools used are Reliability and validity,
Frequency analysis, Descriptive statistics, T-test, ANOVA and Correlation using SPSS. Smart PLS
software also used for drawing the graphical user interface variance-based structural equation
model (SEM) using the partial least squares (PLS) path analysis modelling method for the study.
The research design used for the study is descriptive research Design. The results of the study
show that the Pricing of the Product is a very crucial decision to be Taken by the Company and
Pre-launch activities like Competitor information, KOL identification and discussions and a launch
plan is crucial.
Key words: Product Launch, Pharmaceutical, PLS
*Asst. Professor, Department of Management Studies, Nehru Institute of Technology, Coimbatore, Tamil Nadu
Introduction
You can’t do today’s job with yesterday’s methods and be in business tomorrow”- Gerald Marion. This is
true of Pharma Industry where changes are Happening every day. Newer Drugs, New Combinations aimed
at Convenience and compliance, New dosage Formulations. Companies have to “BE IN THE MARKET
ALWAYS” and adapt themselves to the Changing trends in the Pharma Industry. The Pharma Industry is
an ever-growing industry in India. The Industry has been growing consistently over the years in India. In
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the earlier years the Industry was dominated by Multi- National Companies like Glaxo, SKF, Abbott, Merck,
Bayer etc. The period from 1980s saw a change with Indian Companies becoming aggressive and started
Growing very fast. The few Indian Companies which became very prominent are Ranbaxy, Cadila, Cipla,
Dr. Reddy’s.Pharma Marketing is Unique and different from other Marketing. The following are the
significant differences
1. In Pharma Marketing is Indirect Marketing as sales happens through Promotion to Doctors,
who are not always end users.
2. In Pharma Marketing the Customer is more Knowledgeable than the Company person, who is
usually arts or science graduate.
3. In Pharma Marketing there may not be any Tangible Product but only the perceived Benefits have to
be experienced.
The First Mover Advantage
The New Product Launch also depends on the Time of launch. The first One Gets always a better
recognition. In 1995 we Launched Nimulid (Nimesulide) In Panacea Biotec which was a smaller Company
that time. Success of Nimulid Changed the Profile of the Company and fuelled Growth of the Brand and
The Company. When Bigger Companies launched also Nimulid remained Market leader and started
growing faster. There are lot of New molecules/Brands which have failed and affected the Image and
Growth of the Company. For Ex Rofecoxib was launched by many Companies but subsequently was
banned due to Side Effects it affected the Companies who had invested a lot of Money and time on this
Product. The Launch of New Products has become a very crucial factor for a Company’s growth and
survival. Today the Companies are looking at this “Don’t find Customers for Your Product, Find Products
for Your Customers” – Seth Godin “The secret of Change is to focus all of your energy, not on fighting the
Old but Building the New” Socrates There has been no Single rule which is there to ensure the launch of
a New Product. Steps to Success of a New Launch is still a Million Dollar question to the Pharma
Companies. This study is an attempt to find out what are the reasons for success or Failures for New
products. The Data has been compiled from Different levels of People from the Industry in Marketing and
sales Departments. The response includes feedback from Top Management, Middle and Front – line sales
Personnel which we feel will give us good inputs in our search to find out the possible “Cognitive factors
responsible for Success of New Launches in Pharma Industry”.
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Review of Literature
Iran J Pharm Res, Nazila Yousefi , Gholamhossein Mehralian, * Hamid Reza Rasekh, and Mina Yousefi
(2017) states that, “the current market scenario there are several strategies for new product
development. However almost half of the resources are spent on products that may fail. The results of
the study contribute to create base line information for pharma industry for more effective budget
allocation in new product development”.
Dr. S. Raja, Mrs. V.G. GeethaB (2017) states that, “the study helps us to understand the causes of failure
in new product development. This study further gives the solution to avoid failures with specific inputs to
marketing employees to solve the problem”.
Emanuel Gomes, Oscar F. Bustinza , Ferran Vendrell‐Herrero, Tim Baines (2017) states that, “the study
explains the intersection of strategic partnerships, R&D intensity and successful product – as service
innovation. The results reinforce the importance of strategic partnerships to successful product- service
innovation in high R&D industries”.
Marcel Corstjens ,Edouard Demeire &Ira Horowitz (2017) states that, “ the quarterly data of 56 new
ethical drug products launched between 1989-1996 was studied is found that the future success of the
new product is deductible by the third quarter after launch. If the product does not show signs of success
by third quarter its unlikely to be successful. Being the first and best in quality is important for success”.
Robert G. Cooper (2019) states that, “the article identifies the success factors into three categories, ( i )
captures the characteristics of new products such as best practices and nature of the product itself, ( ii )
category captures drivers of success at business innovation strategy and its R&D investments for new
product development , the climate, culture and leadership , (iii) category identifies the system and
methods put in place for new product development”. Asiye Moosivand, Ali Rajabzadeh Ghatari, Hamid
Reza Rasekh (2019) states that, “the study focuses on pharmaceutical supply challenges and the dynamics
of the variables in supply chain. It provides different policies to overcome the challenge. The results can
give a clear view for decision making and highlight the importance of feedbacks in the long term and its
effects on organization decision and goals.”
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Francesca Bignami,Pauline Mattsson &Jarno Hoekman (2019) states that, “the innovation with the
companies is generated by knowledge from external and geographically dispersed sources. The
importance of geographic proximity depends on the knowledge transferred in R&D”.
Shasha Zhao, Hui Tan, Marina Papanastassiou, Anne-Wil Harzing (2019), “states that the paper shows the
use of licensing behavior to strategies. The in-licensing and out- licensing agreement guide the
development. The study Provide avenues to target the licensing partners”.
Research Gap
A vast amount of research has focused on the general topic of New Product Launch including associated
with launch and novel launch practices. However very limited research has been directed towards
Relationship Management and sales force management. The focus of this study is also to find out their
expectations and satisfaction in both environments.
Need for The Study
Healthcare in India has been growing very fast and the focus is shifting from treatment of diseases to
therapies aimed at well- being of people. To meet this new and diversified demands the industry has to
innovate and bring new products to meet this changing demand. The launch of a new product involves
months of planning, huge expenditure and investment of time and money for few months to few years of
launch. The growth of the companies is dependent on the success of new products to gain better position
in the pharma market and increase their market share. Success of new products will also increase the top
line and bottom line of the company. Therefore, it is essential that we study the cognitive factors in
success of launch of new products. The business in the pharma industry is unique and different from other
FMCG industry. In pharma industry the customer (Doctor) is not the end user of the product. Companies
have to evaluate strategies to communicate to the doctor who to give the time of 30 seconds to 2 minutes
to the representative of the company. Launch of new products also is in different categories: (i) Launch of
new molecules (ii) Launch if extension of current products or new dosage forms. (iii) Launch of new
products from nutraceuticals to bring in natural products with sufficient scientific information. The
success of the strategy will depend on how effectively the company is able to communicate the features
and benefits in the limited time.
Objectives of The Study
To identify the executive cognitive factor with reference to new product launch success.
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To examine the impact of cognitive factors on launch performance.
Methodology
The research design is the conceptual structure within which research is conducted; it constitutes the
blue- print for the collection, measurement and analysis of data. The research design used in this study is
descriptive research design. The sampling design used in this study is simple random sampling for
collecting the data from respondents. The simple random sampling means is in which every item of the
population equal probability of being chosen. The Sample Size is determined as 115. The primary data was
collected with the help of a questionnaire consisting of 9 factors Market orientation, Relationship
orientation, Product advantage, Strategic choices, Tactical decisions, Sales force management,
Relationship marketing activities, Customer Acceptance, New product launch success. The structured
questionnaire is used to collect the primary data from the employers of the organization. Responses were
recorded along a five-point Likert scale ranging from 1 (strongly agree) to 5 (strongly disagree) for all the
items in the questionnaire. Standard validated instruments taken from Minna Matikainen (2015) for
measuring New product launch success in pharmaceutical industry towards Market orientation,
Relationship orientation, Product advantage, Strategic choices, Tactical decisions, Sales force
management, Relationship marketing activities, Customer Acceptance, New product launch success.
Reliability Test
Table 1.0 Reliability Test
S. No Variables Cronbach (α) Value
1 Market Orientation 0.939
2 Relationship Orientation 0.925
3 Product Advantage 0.937
4 Strategic Choices 0.953
5 Tactical Decisions 0.933
6 Sales Force Management 0.955
7 Relationship-Marketing
Activities
0.937
8 Customer Acceptance 0.911
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9 New Product Launch
Success
0.947
The reliability of the 9 variables used in the study was carried out using SMART PLS software. The
alpha scores which greater than 0.7 is generally acceptable as sufficient accuracy for a construct
(Nunnally, 1978)
Conceptual Frame Work of the Study
Fig 1.0 conceptual Frame- work of the study.
New product launch
success
Market
orientation
Relationship
orientation
Product advantage
Strategic choices
Tactical
decisions
Sales Force
management Relationship
marketing
activities
Customer
acceptance
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Hypothesis of The Study
Hypothesis 1: The Relationship between Market orientation and New product launch success.
Hypothesis 2: The Relationship between Relationship Orientation and New Product Launch
Success.
Hypothesis 3: The Relationship between Product Advantage and New Product Launch Success.
Hypothesis 4: The Relationship between strategic choices and New product launch success.
Hypothesis 5: The Relationship between Tactical Decisions and New product launch success.
Hypothesis 6: The Relationship between Sales force management and New product launch
success.
Hypothesis 7: The Relationship between Relationship marketing activities and New product
launch success.
Hypothesis 8: The Relationship between Customer Acceptance and New product launch success.
Analysis and Result
Demographic variable
One hundred and fifteen respondents participated in this study. Out of the one hundred and
fifteen respondents 109(94.8%), belongs to male category and 6 (5.2%) to the female category.
The education level of the participants was as follows: 73 (63.5%) respondents has completed
graduation ,41 (35.7%) respondents has completed post -graduation and 1 (0.9%) respondents
has completed doctorate. The age of the study of the respondents is as follows: 17(14.8%)
belongs to 20-30 years, 36 (31.3%) belongs to 30-40 years, 45(39.1%) belongs to 40-50 years and
17(14.8%) belongs to 50-60 years category. The occupation of the study of the respondents are
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as follows: 51(44.3%) belongs to Marketing,63(54.8%) belongs to sales and 1(0.9%) belongs to
market research category. The experience of the study of the respondents are as follows:
11(9.6%) belongs to up to 5 years, 13(11.3%) belongs to 5-10 years, 32(27.8%) belongs to 11-15
years and 59(51.3%) belongs to more than 15 years category. From the above figure, Comparing
the male and female respondents working in the Organization. Male respondents has the highest
frequency than the female respondents. Comparing with the under graduation, post -graduation
and Doctorate, respondents with under graduation degree are higher than the post- graduation
and Doctorate respondents. Therefore, age of the respondents 40-50 Years of the age group of
respondents are higher than all the age groups. 20-30 Years & 50-60 Years of respondents has
the lowest frequency compared with all the age groups. Therefore, occupation of the
respondents is higher in sales and the respondents in market research has the lowest frequency
compared with all other occupation. Therefore, the experience of the respondents is higher in
more than 11-15 years as compared to all other groups and the respondents has the lowest
frequency in up to 5 years compared with all other groups. Inference is drawn for the above
figure for gender, degree and age.
Assessment On the Measurement Model
The measurement model consists of relationships among the conceptual variables and the
measures underlying each construct. The data indicates that the measures are robust in terms of
their internal consistency reliability as indexed by the composite reliability. The composite
reliabilities of the different measures ranged from 0.947 to 0.963 which exceed the
recommended threshold value of 0.778.
Table 2.0 Measurement Model
Variables Items Loadings Cronbach
Alpha
AVE CR R2
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1.Market
Orientation
MO1
MO2
MO3
MO4
MO5
MO6
0.915
0.910
0.904
0.893
0.770
0.873
0.941
0.773
0.953
-
2.Relationship
Orientation
RO1
RO2
RO3
RO4
0.880
0.908
0.946
0.884
0.926
0.819
0.948
-
3.Product
Advantage
PA1
PA2
PA3
PA4
PA5
0.912
0.863
0.897
0.877
0.932
0.939
0.804
0.953
-
4.Strategic
Choices
SC1
SC2
SC3
SC4
SC5
SC6
0.899
0.897
0.898
0.923
0.922
0.861
0.953
0.810
0.962
-
5.Tactical
Decisions
TD1
TD2
TD3
TD4
TD5
TD6
0.865
0.870
0.817
0.922
0.869
0.853
0.933
0.751
0.947
-
SFM1 0.874
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6.Sales Force
Management
SFM2
SFM3
SFM4
SFM5
SFM6
0.908
0.925
0.854
0.940
0.913
0.954 0.815 0.963 -
7.Relationship
Marketing
Activities
RMA1
RMA2
RMA3
RMA4
RMA5
0.898
0.896
0.907
0.890
0.886
0.938
0.802
0.953
-
8.Customer
Acceptance
CA1
CA2
CA3
CA4
0.900
0.873
0.840
0.907
0.903
0.775
0.932
-
9.New
Product
Launch
Success
NPLS1
NPLS2
NPLS3
NPLS4
0.939
0.919
0.908
0.913
0.940
0.846
0.957
0.778
Cronbach's Alpha reliability test is used to examine the reliability of the measurement
scale. Scales were analyzed in term of their reliability, by means of the internal consistency.
According to Nunnally (1978) Reliability which is less than 0.6 is consider poor, reliability
test value that is in the range of 0.7 is considered acceptable, those more than 0.8 to 0.9
are considered very good and the closer the Cronbach's Alpha is to 1, from the table its
find that all the Cronbach's Alpha values for the variables are greater than 0.7 which is in
the acceptable range. The coefficient of determination (R2 value) is a statistical measure
of how close the data are to the fitted regression line. In other words, R square is the square
of the correlation between the response values and the predicted response value. The R2
value ranges from 0 to 1. The higher the value, closer to 1, indicates higher level of
predictive accuracy. According to the rough rule of thumb suggested by Hair et al. (2013),
R2 values of 0.75 is substantial, 0.50 is moderate and 0.25 is weak. The New Product Launch
Success is positively influenced towards (Market Orientation) with a path coefficient of
0.689. The R- Square value of New Product Launch Success is 0.778 it can be concluded
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that 77.8% of variation in New Product Launch Success of the sample as explained by New
Product Launch Success towards (Market Orientation). The New Product Launch Success is
positively influenced towards (Relationship Orientation) with a path coefficient of 0.262.
The New Product Launch Success is positively influence towards (Product Advantage) with
a path coefficient of 0.281. The New Product Launch success is positively influence towards
(Strategic choice) with a path coefficient of 0.766. The New Product Launch Success is
positively influenced towards (Tactical Decisions) with a path coefficient of 0.950. The New
product launch success is positively influenced towards (Sales force management) with a
path coefficient of 0.023. The New Product Launch Success is positively influenced towards
(Relationship Marketing activities) with a path coefficient of 0.911. The New Product
Launch Success is positively influenced towards (Customer Acceptance) with a path
coefficient of 0.007.
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Figure 2.0 R-Square Values
Reflective measurement model’s validity assessment focuses on convergent validity
and discriminant validity. For convergent validity, researchers need to examine the
average variance extracted (AVE). An AVE value of 0.50 and higher indicates a
sufficient degree of convergent validity, meaning that the latent variable explains
more than half of its Indicators variance. Convergent validity measures the degree to
which items on a scale are in theory linked. A common rule-of-thumb is a loading
greater than 0.6. In the outer model, it is necessary to observe the loading column. In
this case, all items loaded on their constructs range from 0.6 to 0.8 indicating
convergent validity. Each element in the principal diagonal are always higher than off-
diagonal elements in their corresponding row and column. The pattern supports the
measurement scales discriminant validity, as the components in the main diagonal are
constantly higher than the off-diagonal components in their equivalent row and
column. The discriminant validity is tested by exploring the average variance shared
between a construct and its measures (AVE). According to Fornell and Larcker the
values which higher than 0.50 is accepted.
Discriminant Validity
Table 3.0Discriminant Validity
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Factors
CA
MO
NPL
PA
RO
RMA
SFM
SC
TD
CA
0.880
MO 0.796 0.879
NPL 0.842 0.770 0.920
PA 0.795 0.883 0.713 0.897
RO 0.750 0.898 0.763 0.826 0.905
RMA 0.844 0.829 0.770 0.780 0.741 0.896
SFM 0.871 0.874 0.846 0.841 0.832 0.884 0.903
SC 0.771 0.925 0.748 0.847 0.886 0.849 0.863 0.900
TD 0.805 0.914 0.780 0.865 0.897 0.843 0.892 0.932 0.866
Hypothesis Decision Based Upon Path Coefficient and T-Value:
Table 4.0 Hypothesis decision based upon path coefficient and t-value
Table
4.0Hypothesis
Relationship Std beta Std error t-value Decision
H1
Market
Orientation-> New
Product launch
success
0.062
0.147
0.420
Not
supported
H2 Relationship
Orientation-> New
Product launch
success
0.229
0.196
1.171
Not
supported
H3 Product Advantage
-> New Product
launch success
-0.200
0.180
1.114
Not
supported
H4 Strategic Choices->
New Product
launch success
-0.065
0.211
0.310
Not
supported
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H5 Tactical Decisions->
New Product
launch success
0.016
0.257
0.063
Not
supported
H6 Sales Force
Management->
New Product
launch success
0.426
0.203
2.102
supported
H7 Relationship
Marketing
Activities-> New
Product launch
success
-0.021
0.193
0.108
Not
supported
H8 Customer
Acceptance-> New
Product launch
success
0.016
0.162
2.865
supported
20
Figure 3.0 hypothesis decision based upon path coefficient and t-value:
H1 (Hypothesis 1):
The Relationship between Market Orientation and New Product Launch Success is not supported,
this is evidenced by the value of the (ß=0.062, t-value= 0.420) since the t- value is lesser than 2
the hypothesis (H1) is Rejected.
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H2 (Hypothesis 2):
The Relationship between Relationship Orientation and New Product Launch Success is not
supported, this is evidenced by the value of the (ß=0.229, t-value= 1.171) since the t- value is
lesser than 2 the hypothesis (H2) is Rejected.
H3(Hypothesis 3):
The Relationship between Product Advantage and New Product Launch Success is not supported,
this is evidenced by the value of the (ß=-0.200, t-value= 1.171) since the t- value is lesser than 2
the hypothesis (H3) is Rejected.
H4(Hypothesis 4):
The Relationship between strategic choices and New product launch success is not supported,
this is evidenced by the value of the (ß=-0.065, t-value= 0.310) since the t- value is lesser than 2
the hypothesis (H4) is Rejected.
H5(Hypothesis 5):
The Relationship between Tactical Decisions and New product launch success is not supported,
this is evidenced by the value of the (ß=0.016, t-value= 0.063) since the t- value is lesser than 2
the hypothesis (H5) is Rejected.
H6(Hypothesis 6):
The Relationship between Sales force management and New product launch success is
supported, this is evidenced by the value of the (ß=0.046, t-value= 2.102) since the t- value is
greater than 2 the hypothesis (H6) is Accepted.
H7(Hypothesis 7):
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The Relationship between Relationship marketing activities and New product launch success is
not supported, this is evidenced by the value of the (ß=-0.021, t-value= 0.108) since the t- value
is lesser than 2 the hypothesis (H7) is Rejected.
H8(Hypothesis 8):
The Relationship between Customer Acceptance and New product launch success is supported,
this is evidenced by the value of the (ß=0.016, t-value= 2.865) since the t- value is greater than 2
the hypothesis (H8) is Accepted.
Conclusion
From the data analysis few points stand out to be crucial for Success of Launch of New Product:
Pricing: "Pricing is actually pretty simple...Customers will not pay literally a penny more than the true
value of the product." - Ron Johnson Fixing the Right Product for the Price becomes very crucial for
success of a Product. The Company should take into consideration the cost of Therapy for the
Product and Justify the same if they Decide Skimming Pricing. Very high Prices Deter the
Physicians from Supporting as they are apprehensive whether the Patients may Buy or not. So
right price is the major decision. “The aim of marketing is to know and understand the customer
so well the product or service fits him and sells itself.” Peter Drucker. Relationship Marketing:
Acceptance by KOL – Identification and Building relationship with the KOL by the Company is very
important. Acceptance of the Product by Key Opinion Leaders is found to be next important thing.
These KOL have many followers and hence once they Like the Product the Product will be taken
up by many more. So building up KOL and involving them in Prelaunch and follow of these KOL
past Launch is very Important. “Working Hard for something we love is Passion” Simon Sinek.
Create the Passion in them. Co Ordination of Activities of the Sales staff: Once the launch plan is
made its crucial to execute the same perfectly to ensure success. The execution of sales force
Ensure transfer of Communication effectively to the Physicians and active follow up of KOL leads
to success. The success of Launch of a New Product is determined by the Tactical Decisions of the
Company like – Branding, Pricing, launch plan and execution and followed by Availability. The
four Ps continue to remain important – Product, Price, Promotion and Place (availability)
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Relationship Marketing like Building and maintaining a Team of KOL and involving them in Pre
and Post launch activities is important. Sales force Management - Allocation of Resources,
Training people on the Launch strategy and communication have to be ensured. Sales- people
have to made accountable for success and should be Incentivized for good Performance.
References
S. Raja, Mrs. V.G. Geetha B (2017): A Study on Causes of Failures in New Product
Development in Pharmaceutical Business Management. SSRG International Journal of
Economics and Management Studies (SSRG -IJEMS) – 4(3).
Marcel Corstjens ,Edouard Demeire &Ira Horowitz (2017): New-product success in the
pharmaceutical industry: how many bites at the cherry? :319-331.
Robert G. Cooper (2019): The drivers of success in new-product development. Industrial
Marketing Management, Volume 76.
Shasha Zhao, Hui Tan, Marina Papanastassiou, Anne-Wil Harzing (2019): The
internationalization of innovation towards the South: A historical case study of a global
pharmaceutical corporation in China (1993–2017).
Francesca Bignami,Pauline Mattsson &Jarno Hoekman (2019): The importance of
geographical distance to different types of R&D collaboration in the pharmaceutical
industry.
Emanuel Gomes, Oscar F. Bustinza , Ferran Vendrell‐Herrero, Tim Baines (2017): Product–
service innovation and performance: the role of collaborative partnerships and R&D
intensity.
Asiye Moosivand , Ali Rajabzadeh Ghatari, Hamid Reza Rasekh (2019) : Supply Chain
Challenges in Pharmaceutical Manufacturing Companies: Using Qualitative System
Dynamics Methodology. Department of Pharmacoeconomics and Pharmaceutical
Management School of Pharmacy, Shahid Beheshti University, of Medical Sciences,
24
Tehran, Iran. School of Management and Economics, Tarbiat Modares University, Tehran,
Iran.
Relevance to The Diversity and Inclusion to The Contemporary India
Swati Patil* Sujaine Mishra *
Abstract
In recent years Diversity and Inclusion is been in practice as a business imperative in
organizations. It adds value in creating a growth strategy of organizations. Diversity and inclusive
companies drive a culture of innovative projects. Still many organizations often failing to adopt
diverse talent along with inclusivity issues in the workplace. For organizations who are
implementing the diversity and inclusion programs and policies, practices, the change can be
difficult and beneficial. Thus having diversity along with inclusivity in organization helps in its
competitive growth as well development of employees’ workplace environment as well as
organizational growth.
Keywords: Diversity & Inclusion, leadership, Competitive Advantage, Growth, business strategy.
*Student ,Centre for Management Studies Presidency College, Bangalore
Introduction
Diversity and Inclusion are business imperative which benefits organization to driven success and
growth. It helps to improve organization performance along with financial growth and create an
open cultural environment for employees who imply on empowerment of these employees in
organization helps them to have a competitive advantage and work effectively. Diversity and
Inclusion is always been considered as an bottom-up organizational culture which creates an
value for every organization.so that it is main for organization to prioritize the definition of
diversity and inclusion which is a having motto of business strategry.it includes attracting and
retaining of talents in organization which strengthens a healthy environment as well a right
person for right decision-making and possess capabilities of handling resources and work
25
effectively it is all about people analytics, which mainly concentrates on growth strategy for
organization.
Recent studies on organizations shows limited practice of inclusion that’s it many organizations
have diversity culture but missing out adding an inclusivity practices and approaches for it.
Literature review
Michele EA Jayne, Robert L Dipboye (2004) This paper research findings show the diverse
workforce improves the business performance in organization and helps in development. This
article reviews shows the empirical research and relationship between workplace and
performance of organization.
Nisha Nair, Neharika Vohra (2015) Diversity and inclusion at the workplace this paper reviews
about the diversity and inclusion practice in workplace and interlinking the leadership with
diversity and inclusion practices, having the diverse culture in organization helps in improving the
firm’s performance.it also adds tangible and intangible values.
Robert T Crouch (2015) A study of perception of diversity and inclusion initiatives in producing
improved productive work cultures This paper gives the research reviews relation the diversity
with inclusion practices which enhances the work culture and allows employees to improve their
one-self as well benefiting organization.
Brigitte Rohwerder (2017) Impact of diversity and inclusion within organizations This article gives
the findings of diversity along with inclusive culture benefits the organization to grow and
develop.it allows organization to work effectively.it helps in improving the performance of result
outcomes.
Objectives
1. To understand the concept of diversity and inclusion.
2. To analyze the strategies of diversity and inclusion in an organization.
26
3. To assess the implication of diversity and inclusion in an organization.
Methodology, Scope and importance
It is a conceptual research study in which research data are secondary data sources.
This review of article mainly focuses on understanding diversity and inclusion, and
interpretations related to them.
Definition of diversity and inclusion.
Diversity along inclusion practices.
Challenges in diversity + Inclusion practices.
Leadership roles in creating a value of diversity and inclusion in organization.
Definition of diversity and inclusion
Diversity includes different populations in an organization within a community includes race,
age, gender, language, culture, nationality, status, ability, religion ,ethnicity, locality, knowledge
, skills etc. It represents set of wide variety of population. Inclusion is value creation process
includes the empowering employees by allowing them to feel full as a team giving whole
consideration in all aspects, they contributions are being valued. It is good public relation
component which benefits company from its bottom line growth.
How Diversity and Inclusion Are Related
Diversity and inclusion are inter-related, for example when employees /staff and managers make
decisions based on fairness it should be unbiased. If staff/employees do not speak English, is
there any language barrier to communicate, It is needed to find a way of communicating with
those employees so that they are up-to-date with decisions, policy changes, be adaptable. It is
been in practice when employees who feel valued are likely to work effectively and creates
competitive advantage in organization. Inclusive and diversity environments are places where
individuals of all different aspects are made to feel fairly treated, which is unbiased valued for
27
who they are and accept as they are and are also made part of core decision making by
considering their views When inclusion practice is been implemented the employees takes
initiative in better working result because they feel they are invested in the company and their
work is been recognized their views are considered thus they show more interest towards adding
value for work and create that organizational culture.
Why do we need?
Diversity and inclusion is key aspect of entrepreneurism. It creates ownerships, equality and
removes gender discrimination in an organization. Since diverse force is there in workforce which
drives economic growth. And it can also capture greater share of consumer market. Recruiting
from diverse pool of candidates means a more qualified workforces present. A diverse and
inclusion helps businesses avoid employee turnover costs. It also fosters more creativity and
adaptability in organization. As changing nation is competitive in nature and to exist in economic
market is very much important and helps in making up of organization full potential. A research
findings from McKinsey in 2018, includes the study of diversity and inclusion practices, greater
diversity practices in the workforce results in greater profitability and organizational
development by value creation and financial growth. As McKinsey found a inter-relationship
between diverse leadership and better financial performance which helps organization to grow
and expand.
Dangers of Ignoring Inclusion in organization
Usually organizations mission is to be including treating employees as asset for organization.
When Employees who don’t feel considered easily tend to become demotivated from working
and eventually reach depressed and withdrawn, they start having feel ignored or rejected. This
may affect the quality of their work, which costs the company to reach out loss consequences.
Their morale values get limited and allow road for lack of communication which directly have
adversely effect on the team and organization which lowers its productivity. They may also leave
their jobs because of these reasons, the company will incur the cost of loss, again to hire and
28
train replacements, and it tends for lowering the productivity. Thus it is very much important for
an organization to manage the best by the practice of diversity along with inclusion.
Strategies
Major companies have made efforts to be more diverse and inclusion to varying degrees of
effectiveness. List of strategies are:
Measure the right things in order to know that it’s working: once companies understand
that change is happening and it is resulting into positivity and adopt this principle.
It is not enough to have only diversity: other than diversity, it is very important to have
inclusion as well. To get effective and efficient result from the organization, that kind of
environment should be there.
Avoid mandatory training, but get the right people in the room: you can’t force everyone
in the company to be an ally. To do transformations gradually build foundation of change.
Principles
Cultivating principles are:
Define a focus: while diversity can cover lot of areas like gender equity, including
leadership level and the balance of life-long employees and more open recognition
(lesbian, gay and lgbt community).
Embed an inclusive mindset: while defining goals for workforce diversity, there should be
real driver to adapt and look for changes.
Remember fundamentals: while working together, employees should also understand
the priorities and concerns for positive moves.
Align with business strategy: there should be flextime and flex place of movement to
attain companies’ objectives. To further enhance work-life balance will ensure working
efficiency.
29
Role of leadership quality in Diversity and Inclusion practices
Leadership plays a major role in creating and supporting inclusion and diversity culture in the
workplace inside organization. The inclusive leadership and inclusive practices are inter-related
leadership includes main quality of empowerment of oneself along with others .the main
Characteristics of the inclusive empowered leader is identified as one who takes initiative in
diversity culture involving and creating values for other employees in contributions,
collaborative leadership style, the leader has the ability to manage conflict, negotiations, decision
making, possesses cultural competency, competitive advantage and creates a sense of collective
identity inside the organization it also motivates the other employees to work for betterment of
one-self also for organizations. This leadership quality allows employee to have insight of
innovation and team spirit by inclusion culture.
Leaders who are involved in inclusive cultures need to value the diversity of talents, knowledge,
skills experiences, and identities that employees possess; they are needed to be treated on a
same balanced ground with their uniqueness and belongingness which adds up value for inclusive
culture. Thus it is required to treat employees unique and recognized for their differences as a
diversity culture, organizations that follow this diversity along with inclusive culture stand the
best chance of benefiting from workforce diversity with greater business productivity.
Advantages of having D+I in organization:
This culture perspective helps to inspire and also to drive innovation and generate new
ideas in working environment.
It allows to have bottom line market knowledge and have insights creates competitive
advantage and allows to have a business strategy for profitable aspect.
It creates a room to have great cultural insights as well sensitivity and market structure
analysis which includes higher quality and better targeted market to work on.
This D+I culture in organization allows adaptability range of products and serviced.
It creates an environment of culture which works more effectively for greater productivity
and performs better for best result outcomes.
30
It also provides great opportunity for personal as well as professional growth of
employees.
Thus implementing D+I culture in organizations is considered to be a business strategy in
this contemporary India.
Conclusion
Organizations should follow the practice of Diversity and Inclusion which gives an inter-related
relationship that helps in development and growth of company as a business strategy. so it is
important that not only diversity to be concerned along with that inclusivity is to be considered
for greater productivity and financial growth of organization. It manifest in individual as well team
in creating a competitive advantage, collective behavior and achieve best result outcomes.
References
Brigitte Rohwerder, “Impact of diversity and inclusion within organizations”, - 50/50 by
2030 Foundation, 2017
J. Prime and E. R. Salib, "Inclusive leadership: The view from six countries," Catalyst, New
York, 2014.
MEA Jayne, RL Dipboye - … in Cooperation with the School of …, 2004 - Wiley Online
Library
P. A. Kreitz, "Best practices for managing organizational diversity," The Journal of
Academic Librarianship, vol. 34, no. 2, pp. 101-120, 2008.
P. Daya, "Diversity and inclusion in an emerging market context," Equality, Diversity &
Inclusion, vol. 33, no. 3, pp. 293-308, 2014.
Q. M. Roberson, "Disentangling the meanings of diversity and inclusion in organizations,"
Group & Organization Management, vol. 31, pp. 212-236, 2006.
R. Hays-Thomas and M. Bendick, "Professionalizing diversity and inclusion practice:
Should voluntary standards be the chicken or the egg?" Industrial & Organizational
Psychology, vol. 6, no. 3, pp. 193-205, 2013.
31
https://www.aperianglobal.com/leaders-diversity-inclusion-5-lessons-top-global-
companies/
Changing employee attitude with Respect to TQM and Profit Sharing on continuous
improvement orientation
P. Senthilmurugan*
Abstract
Total Quality Management (TQM) has remained on the fringes of mainstream academic research
while the practitioners oriented literature on TQM has mushroomed, within an explosive number
of articles promulgating the ‘how to succeed’ recipe. The aim of this paper is to examine the
effects of change on employee’s orientation to continuous improvement. The study empirically
tests the assumptions underpinning the TQM framework that training and education will lead to
effective change at the individual level in relation to the goals of TQM.
Key Words: TQM, Employee attitude, Profit sharing, Continuous improvement
*Assist. Professor, School of Business Studies and Social Sciences, Christ Deemed to be University,
Bengaluru
Introduction
The antidote in the form of rigorous scientific studies is beginning to take effect, with recent
contributions investigating a variety of theoretical and empirical issues surrounding TQM. These
contributions have been partly overshadowed by a perception that TQM has a faddish character.
32
However, cardy and stewart (1998) argue that particular quality programs may come and go as
fashions changes, yet the underlying principles may endure for years to come. Despite the
emergence of more rigorous studies, empirical research examining and evaluating changes in a
TQM context remains quite exclusive. The empirical research that does exist offers mixed support
for the efficacy of TQM. With some studies suggesting that TQM can affect organizational
performance and others failing to demonstrate any effect. The mixed support for TQM may be
the result of insufficient attention to attitudinal change. Several researchers have highlighted the
importance of attitudinal changes to the success of interventions such as TQM assert that the
inability to changes the organizational culture may account for the success or failure of initiatives
like TQM. More generally, Devos, Vanderheyen and Van den broeck note that the failure of
changes frequently is a consequence of the lack of motivation and commitment of employees
who are required to implement the change. Within the TQM arena, the dominant approach to
achieving. Organizational change is through the mechanism of training and education and at the
same time, the importance of top management and first line supervisor support for the changes
is recognized. As Kaplan, Birmingham and Ferris argue, TQM’s emphasis on logic and rationality
implies that organizational members who are not pro quality at first merely need to be educated.
The prevalence of training as a key lever for changes is borne out in the practice of TQM. The role
of reward systems, as an additional means of achieving change is dismissed by the TQM
authorities, who rely on the well documented problems of linking pay to performance stance.
Review of Literature
Samson kauame (2017) has taken initiative to investigate the effect of total quality management
factors on firm's operational performance. They used regression linear analysis to conduct this
research study. The samples used to conduct this analysis were selected form World Bank's
Business Environment and Enterprise Performance Survey data. A total of 437 samples were
selected from this business environment. This study has shown that few selected TQM factors
were related to performance. The results revealed that the primary obstacles were based on
some hypothetical assessment in the survey questionnaire. However, it is recommended that
firms should continue implementing TQM with all variables to improve performance.
33
Muhammad Shafiq, Flevy Lasrado & Khalid Hafeez (2017), this study contributes in the important
debate in the operations management literature related to convergence versus divergence
argument in TQM implementation. Therefore, this study provides empirical evidence from a
developing country. Data were collected from the member companies of All Textile Mills
Association by using a questionnaire. The questionnaires were sent to 210 textile companies and
the respondents were quality or production managers. Structural equation modeling was used
to investigate the effect of TQM practices on organizational performance. The findings of this
study indicate that TQM has a highly positive effect on organizational performance. These
findings support the divergence argument, which indicates that the positive effect of TQM on
organizational performance is not limited only to companies.
Lee J, Park S and Baker R (2017), it focus on the relationships among human resource
development (HRD) efforts, top management support, and employees’ attitudes in the context.
Based on the Human Capital Corporate Panel survey data, 3,899 responses from 159 large
companies were analyzed by adopting hierarchical multiple regression analysis and a regression-
based path analysis. The results indicated that HRD efforts positively affected organizational
commitment through job satisfaction. In addition, job satisfaction had a moderated mediation
effect on the interaction of HRD efforts and top management support on organization
commitment. Finally, top management support moderates the relationship between HRD efforts
and employees’ attitudes such that increased top management support for HRD efforts improves
employees’ job satisfaction and organizational commitment.
Noor Juliana, Mohammed Yusof, (2017), has conducted a research to ascertain the quality
approached deployed in garment manufacturing industry in three key areas namely quality
systems and tools, quality control and types of control as well as sampling procedures chosen for
garment inspection.The results revealed that almost all companies have established their own
mechanism of process control by conducting a series of quality inspections for daily production.
In addition, quality inspection has been the predominant quality control activity in the garment
manufacturing, while the level of complexity of these activities was substantially dictated by the
customers. Moreover, AQL-based sampling was utilized by companies dealing with exports,
34
whilst almost all the companies that only concentrated on the domestic market were
comfortable using their own sampling procedures for garment inspection. Hence, this research
has provided insights into the implementation of a number of quality approaches that were
perceived as important and useful in the garment manufacturing sector, which is truly labor-
intensive.
Beloor V, Nanjundeswaraswamy T, Swamy D,(2017), in this study they identified that employee
commitment has three components they are Affective, Normative, Continuance commitment
and QWL is a multidimensional construct it includes job satisfaction, adequate pay, work
environment, organizational culture etc, these factors affects on the employee performance,
productivity, absenteeism, retention rate etc. These QWL components may affect on the
commitment of employees towards the organization, it may also enhance retention rate.
Meshbahuddin Chowdry, Himangshu Paul, Anupam Das, (2018), in this study the researcher
identified the list of critical factors namely top management commitment, supplier quality
management, continuous improvement, product innovation, benchmarking, employee
involvement, reward and recognition, education and training, customer focus and product
quality. To measure each factor a number of indicators are also identified. The reliability and
validity of all the factors were tested and validated using data from 45 garment manufacturing
companies. Various statistical methods were employed for this test and validation. To identify
the impact of top management commitment on the nine TQM factors a paired sample test
between high-top and low-top management firms were conducted. Besides that step wise
regression analysis was done to find the significant predictors of product quality construct for
high-top and low-top management firms. From the analysis the findings emerges firstly, firms
with high top management commitment implement the other nine TQM factors more rigorously
than those with low top management commitment firms. Secondly, in high-top management
firm two TQM factors namely employee involvement and product innovation are the primary
predictors of the product quality. Finally, in firms with low-top management firm two of the eight
TQM factors namely customer focus, and employee involvement are the primary predictors of
the product quality.
35
Objectives of the Study
To study the employee’s perceived fairness of profit sharing and perceived ability to contribute
the profitability of the organization were associated with continuous improvement orientation
Scope of the Study
The study aimed an individual to develop a collectivist orientation and to engage in behavior for
the benefit of group and continuous improvement orientation emphasizing a proactive approach
to preventing problems and a search for better ways of doing things. The extent to which
continuous improvement has been realized in an organization would be evident in the perceived
in activities responsibility for quality and participation in activities aimed at improving quality at
the individual level of analysis. The focus of rewards determines the climate for the sustainability
of change. Profit sharing can contribute to the achievement of TQM goals through its
reinforcement effect or by enhancing the perceived fairness of the outcomes has instant appeal.
Methodology
The research design used in this study is descriptive research design. The sample design used in
this study is simple random sampling for collecting the data from the respondents. The sample
size of the study is determined by the G power analysis Gpower 3. The sample size is determined
based on the specific power, alpha level and effect size (medium=0.5) in the G power analysis.
The sample size is determined as 110. The primary data was collected with the help of a
questionnaire consisting of 8 attributes (attitude towards continuous improvement, top
management support, supervisory reinforcement, organizational commitment, participation in
TQM intervention, perceived benefits of TQM intervention, fairness of profit sharing plan,
perceived ability to contribute.) The measurement scale for changing employees attitude: the
independent effect of TQM and profit sharing shahid mohammed , faisol quader, aftab ahmed
(2014) and for attributes, organizational commitment Bellor V, nanjundeshwaraswamy T, Swamy
D (2017), top management support Lee J, Park S and Baker R (2017), TQM interventions Samson
Kauame (2017), participation in TQM interventions Daniel I, Prajogo, Cooper (2017) scales were
used in this study.
36
Hypothesis
HO (1): There is no significant mean difference between the educational qualification of the
respondents and 1. Continuous improvement orientation 2. Top management support 3.
Supervisory reinforcement 4. Organizational commitment 5. Participation in TQM interventions
6. Perceived benefits of TQM interventions 7. Fairness of profit sharing plan 8. Perceived ability
to contribute.
HO (2): There is no significant difference between the Gender of the respondent and 1.
Continuous improvement orientation 2. Top management support 3. Supervisory reinforcement
4. Organizational commitment 5. Participation in TQM interventions 6. Perceived benefits of
TQM interventions 7. Fairness of profit sharing plan 8. Perceived ability to contribute
HO (3): There is homogeneity across the different level of 1) Continuous improvement
orientation 2) Top management support 3) Supervisory reinforcement 4) Organizational
commitment 5) Participation in TQM intervention 6) Perceived benefits of TQM intervention 7)
Fairness of profit sharing plan 8) Perceived ability to contribute.
Analysis and Results
Demographic Variable
Hundred and ten respondents participated in this study. Out of 110, 32.7% belonged to male
category and 67.3% to the female category. The educational level of the participants are as
follows: 32.7% were below UG, 47.3% were under graduates and 20.0% were post graduates.
The age of the participants is as follows: 70.9% belongs to 21-30 years, 23.6% belongs to 31-40
years, 4.5% belongs to 41-50 years and 0.9% belongs above 50 years’ category.
Comparison of Mean – T- Test
Perspective of the study construct was assessed by male and female respondents and also the
educational qualification among the respondents, to study whether both this groups had similar
37
perceptions the T- test was carried out to test the difference in the subscale of attitude towards
TQM intervention and profit sharing.
HO (1): There is no significant mean difference between the educational qualification of the
respondents and
1. Continuous improvement orientation 2.Top management support 3.Supervisory
reinforcement 4.Organizational commitment 5.Participation in TQM interventions 6.Perceived
benefits of TQM interventions 7.Fairness of profit sharing plan 8.Perceived ability to contribute.
Table 1.0 : T- test comparison of significant mean difference between the Educational
qualification and study constructs
S.NO Constructs F Sig t df Sig(2-
tailed)
Inference
1 Continuous improvement
orientation.
2.015 .159 2.249 102 .027 Ho Rejected
2.536 54.203 .014
2 Top management
Support.
.045 .832 .780 102 .437 Ho Accepted
.800 44.754 .428
3 Supervisory reinforcement. 1.936 .167 -.431 102 .668 Ho Accepted
-.519 63.290 .605
4 Organizational commitment. .515 .475 -2.218 102 .029 Ho Rejected
-2.370 48.462 .022
5 Participation
TQM interventions.
.135 .714 .620 102 .537 Ho Accepted
.588 39.419 .560
6 Perceived benefits of
TQM interventions.
.852 .358 -2.240 102 .027 Ho Rejected
-2.408 49.036 .020
7 Fairness of profit sharing
plan.
.182 .670 -.494 102 .623 Ho Accepted
-.489 42.149 .628
8 .002 .966 1.331 102 .186 Ho Accepted
38
Perceived ability to
contribute.
1.321 42.361 .193
INFERENCE
The significance values (2- tailed value / P value) of the study constructs changing employees
attitude the independent effects of TQM and profit sharing, Top management support,
supervisory reinforcement, participation in TQM interventions, fairness of profit sharing,
perceived ability to contribute, over all educational qualification and over all job satisfaction
seems to be greater than .05 as seen in the table 1.0. This proves the HO null hypothesis and
reject the alternate hypothesis stating that there is no significant difference between the
educational qualification and study constructs, top management support, supervisory
reinforcement, participation in TQM interventions, fairness of profit sharing and perceived ability
to contribute .The significant value for the attributes continuous improvement orientation,
organizational commitment and perceived benefits of TQM interventions, over all educational
qualification and job satisfaction seems to be less than .05 as seen in table 2.3, this proves H1
alternate hypothesis and reject the null hypothesis HO stating that there is a significant difference
between the educational qualification and study constructs, continuous improvement
orientation, organizational commitment and perceived benefits of TQM.
HO(2) : There is no significant difference between the Gender of the respondent and
1. Continuous improvement orientation 2. Top management support 3.Supervisory
reinforcement 4.Organizational commitment 5.Participation in TQM interventions 6.Perceived
benefits of TQM interventions 7.Fairness of profit sharing plan 8.Perceived ability to contribute.
39
Table 2.0 : T test comparison of significant mean difference between the gender and the
study constructs
S.NO Constructs F Sig T df Sig(2-
tailed)
Inference
1 Continuous
improvement
orientation.
.866 .354 -.862 108 .390 HO ACCEPTED
-.8870 74.903 .378
2
Top management
Support.
4.915 .029 .241 108 .810 HO ACCEPTED
.268 91.872 .789
3 Supervisory
reinforcement.
1.811 .181 1.910 108 .059 HO ACCEPTED
2.141 93.227 .035
4 Organizational
commitment.
.001 .980 1.109 108 .270 HO ACCEPTED
1.099 67.802 .276
5 Participation
TQM interventions.
.253 .616
-.563 108
.575
HO ACCEPTED
-.549 65.236 .585
6 Perceived benefits of
TQM interventions.
4.781 .031 2.396 108 .018 HO REJECTED
2.650 90.223 .010
7 Fairness of profit sharing
plan.
1.013 .316 .682 108 .497 HO ACCEPTED
.693 72.242 .491
8
Perceived ability to
contribute.
2.934 .090 -.923 108 .358 HO ACCEPTED
-.857 57.849 .395
40
INFERENCE
The significance values (2- tailed value / P value) of the study constructs changing employees
attitude the independent effects of TQM and profit sharing, continuous improvement
orientation, Top management support, supervisory reinforcement, organizational commitment,
participation in TQM interventions, fairness of profit sharing, perceived ability to contribute, over
Gender and over all job satisfaction seems to be greater than .05 as seen in the table 2.3. This
proves the HO null hypothesis and reject the alternate hypothesis stating that there is no
significant difference between the Gender and study constructs, continuous improvement
orientation, top management support, supervisory reinforcement, organizational commitment,
participation in TQM intervention, fairness of profit sharing and perceived ability to contribute.
The significant value for the attributes perceived benefits of TQM interventions, over Gender and
job satisfaction seems to be less than .05 as seen in table 2.0, this proves H1 alternate hypothesis
and reject the null hypothesis HO stating that there is a significant difference between Gender
and study constructs, perceived benefits of TQM.
TESTING OF HOMOGENEITY – ANOVA
Total quality and profit sharing focus pertaining to department, gender, age and educational
qualification were solicited during data collection. To test if the demographic variable had an
impact on quality improvement (continuous improvement orientation, top management
support, supervisory reinforcement, organizational commitment, participation in TQM
intervention, perceived benefit of TQM intervention, fairness of profit sharing plan, perceived
ability to contribute) overall employee identity in one-way analysis variance was carried out. The
consolidated hypothesis formulated for the same is given below.
HO(3): There is homogeneity across the different level of 1) Continuous improvement orientation
2) Top management support 3) Supervisory reinforcement 4) Organizational commitment 5)
Participation in TQM intervention 6) Perceived benefits of TQM intervention 7) Fairness of profit
sharing plan 8) Perceived ability to contribute.
41
Table 3.0: Testing for Homogeneity
S.No Constructs F Sig
1 continuous improvement orientation
2.192 .055
HO ACCEPTED
2 Top management support
1.430 .244
HO ACCEPTED
3 Supervisory reinforcement
2.514 .086
HO ACCEPTED
4 Organizational commitment
.278 .758
HO ACCEPTED
5 Participation in TQM intervention
.933 .397
HO ACCEPTED
6 Perceived benefits of TQM intervention
2.827 .064
HO ACCEPTED
7 Fairness of profit sharing plan
.396 .674
HO ACCEPTED
8 Perceived ability to contribute
2.660 .075
HO ACCEPTED
Inference
Testing of Homogeneity across Different level of age group with respect to construct the
respondents of this study belongs to four categories with respect to age group of 21-30 years,
31-40 years, 41-50 years and above 51 years. The hypothesis formulated is given below. HO:
There is homogeneity across the different level of 1) Continuous improvement orientation 2) Top
management support 3) Supervisory reinforcement 4) Organizational commitment 5)
Participation in TQM intervention 6) Perceived benefits of TQM intervention 7) Fairness of profit
sharing plan 8) Perceived ability to contribute. The ANOVA result of study constructs across four
levels of age group is presented in table 3.0. The continuous improvement orientation (F=2.982,
P= 0.055), Top management support (F= 1.430, P=0.244), Supervisory reinforcement (F= 2.514,
42
P= 0.086), Organizational commitment (F= 0.278, P= 0.58), Participation in TQM interventions
(F= 0.933, P=0.397), Perceived benefits of TQM interventions (F= 2.827, P= 0.064), Fairness of
profit sharing plan(F= 0.396, P= 0.674), Perceived ability to contribute (F= 2.660, P= 0.075) were
found to be insignificant as p values are greater than 0.05 so their null hypothesis is accepted and
conclude that there is no homogeneity across different levels of age groups with respect to
Continuous improvement orientation, Top management support, Supervisory reinforcement,
Organizational commitment, Participation in TQM intervention, Perceived benefits of TQM
intervention, Fairness of profit sharing plan, Perceived ability to contribute.
Conclusion
In this ever-changing and competitive society, it is important for companies to provide a happy
working environment for their employees, as happy employees can help to improve productivity
which make the company to survive in the market. It is essential that before developing good
Quality practices, company should make sure their employees are having positive attitudes
toward quality. Overall, the results of this study provide evidence to suggest that quality activity
at work, directly and indirectly affects employee identity. Specifically, quality activity at work was
positively and directly related to organizational productivity and employee performance.
References
D. Samson and M. Terziovski, “Relationship between total quality management practices
and operational performance,” Journal of Operations Management, vol. 17, no. 4, pp.
393–409, 1999.
Shafiq, M., Lasrado, F., & Hafeez, K. (2019). The effect of TQM on organisational
performance: empirical evidence from the textile sector of a developing country using
SEM. Total Quality Management & Business Excellence, 30(1-2), 31-52.
Park, M., Kim, J. J. Y., Kwon, K. M., & Yu, G. J. (2017). Process control and economic cost
design for total quality management. Total Quality Management & Business Excellence,
28(7-8), 858-878.
43
Beloor, V., Nanjundeswaraswamy, T. S., & Swamy, D. R. (2017). Employee commitment
and quality of work life–a literature review. The International Journal of Indian
Psychology, 4(2), 175-188.
Chowdhury, M., Paul, H., & Das, A. (2007). The impact of top management commitment
on total quality management practice: an exploratory study in the Thai garment industry.
Global Journal of Flexible Systems Management, 8(1-2), 17-29.
44
Can Knowledge Transfer Be Considered Expatriate Success
Anita R Singh**, Divya. C*, Saritha Kolluri*, Veera Shireesha Sangu*
Abstract This paper endeavours to study expatriate success through one of the primary roles of expatriate,
that it, knowledge transfer. This present research was designed to analyze expatriate capability,
that is, their ability and willingness to transfer both technical and managerial knowledge to the
subsidiary. This study identifies the tools for transfer knowledge and finally, examines the
relationship between expatriate motivation and their use of knowledge transfer tools. The
findings indicate that managerial and functional skills are important for effective expatriate
knowledge transfer in the subsidiaries. The results also show that there is a significant
relationship between expatriate motivation and using face-to-face interactions for transferring
knowledge. These findings have implication for corporate managers designing strategic policies
and practices facilitating expatriate knowledge transfer in the subsidiaries.
Key Words: Knowledge transfer, expatriates, abilities, motivation, tools of knowledge transfer
** Faculty ,M S Ramaiah Institute Of Management, Bangalore *Student ,M S Ramaiah Institute Of Management, Bangalore
45
Introduction
An important competitive advantage of Multi-National Companies (MNCs) lies in their ability to
create and transfer knowledge from headquarters to subsidiaries and vice versa. MNCs often use
expatriates to transfer knowledge from headquarters to subsidiaries and such knowledge is
believed to be vital to subsidiary performance. This knowledge transfer to a subsidiary however,
depends on expatriate ability, motivation, and opportunity to perform the transfer. Moreover,
internal knowledge often being tacit is transferred through extensive interactions between
expatriates and local employees in the subsidiaries. The challenge then, for MNCs is to accurately
understand the cost versus benefit of using expatriates so as to effectively recruit expatriates
who can use their capabilities to transfer knowledge while on international assignments so as to
gain a competitive advantage and thus achieve higher subsidiary performance. Despite this,
many MNC’s still fail to achieve their targeted profitability level and growth levels. This could be
attributed to incapability of these expatriates in terms of failure to adapt to the environment,
incompetence on how best to transfer the needed managerial and technical knowledge from the
parent company to the subsidiary hence inability for the organization to effectively compete and
thus continued poor financial performance. International staffing scholars have identified
important expatriate roles, such as control, coordination and knowledge transfer (Harzing,
2001b), and beyond technical knowledge and skills, socialize the subsidiary to the corporate
culture in the subsidiary (Harzing, 1999; Selmer and de Leon, 2002). Moreover, knowledge
transfer from the parent (besides shared vision, local responsiveness, and local adaptation) has
been identified as one of the important intermediate mechanism through which expatriate
staffing indirectly impacts a subsidiaries host market performance (Colakoglu & Jiang, 2013).
Leach (1994) emphasized that for expatriates to function effectively as transferor; they must
transfer appropriate up-to-date knowledge and skills in their current posts and prepare local
employees to take over their duties when they leave. The latter requires making certain that local
managers can consistently and effectively apply existing practical knowledge and skills to
improving planning and organization within the institution, which means that local employees
must have some managerial knowledge and skills to begin with. She found that when local
46
employees had poor organizational and managerial skills, expatriates spent most of their time on
administrative duties and directing the work of local managers, rather than transferring
knowledge and skills to them. This paper endeavours to study expatriate success through one of
the primary roles of expatriate, that it, knowledge transfer. This present research was designed
to analyze expatriate capability to transfer knowledge to subsidiary. This study identifies the
tools for transfer knowledge and finally, examines the relationship between expatriate
motivation and knowledge transfer tools. The findings indicate that managerial and functional
skills are important for effective expatriate knowledge transfer in the subsidiaries. The results
show that there is also a significant relationship between expatriate motivation and using face-
to-face interactions for transferring knowledge. These findings have implication for corporate
managers designing strategic policies and practices facilitating expatriate knowledge transfer in
the subsidiaries.
Literature Review
It is a common to find foreign companies in the developing countries managed or headed by
expatriate managers from the home country whose management style is in accordance with their
home country’s culture. These expatriates are sent to a foreign country by MNCs with the intent
to control their operations and to provide technical and administrative services (Jun, et al., 2001).
Existing literature recognizes many advantages of staffing these subsidiaries with expatriates
over host country nationals. Compared to their locally hired counterparts, expatriates are
generally believed to have a better understanding and a greater commitment to overall
corporate goals (Doz&Prahalad, 1986; Kobrin, 1988). Expatriates’ familiarity with the corporate
culture and the control system of headquarters would result in more effective communication
and coordination (Scullion, 1994) and are effective in replicating existing organizational
specificities and the operating procedures in headquarters in the subsidiaries (Rosenzweig&
Singh, 1991).
Expatriate Capabilities are highly considered when selecting expatriates to send on overseas
assignments (Torrington, 1994) and these are based on three attributes namely, competencies,
47
willingness and adaptability of expatriates (Hyondong, 2005). Competencies are looked at in
terms of knowledge and skills in managerial and technical aspects which must be possessed by
expatriate managers (Tung, 1981, 1987; Bjorkman&Schaap, 1994). Technical competence has
been almost the sole variable used in deciding whom to send on overseas assignments, despite
the fact that multiple skills are necessary for successful performance in international assignments
(Mendanhall, et al., 1987). Previous research suggests that, most importantly, competent and
valuable expatriates must possess superior managerial and technical skills. For example, Tung
(1981, 1987) notes on a number of occasions that one of the most basic elements that expatriate
managers must possess is professional knowledge and competence. The findings of Bjorkman
and Schaap’s (1994) study on western expatriates working in China reveal that Chinese
employees are more willing to learn from expatriates possessing superior managerial and
technological skills, and less likely to do so from those who fail to measure up to the expected
standards of overseas subsidiary demands. In fact, expatriates who are not professionally
competent are resented for receiving high compensation packages, therefore hindering
knowledge transfer.
Knowledge transfer in the process through which organizations learn from each other’s
experience and adapt all or some of the knowledge acquired (Darr&Kurtzberg, 2000). Knowledge
transfer can take place through a variety of channels that involve the transmission of ideas and
new technologies. Literature often makes the distinction between tacit and explicit knowledge
(Polanyi, 1967), wherein explicit knowledge is what can be formally expressed clearly, fully, and
leaves nothing implied and can be stored in specifications, reference manuals, procedures and
company handbooks (Nonaka& Takeuchi, 1995). Tacit knowledge on the other hand, cannot be
easily as know-how. While it is always difficult to decide which knowledge can be considered as
tacit rather than explicit, however, the two types are not completely distinct: knowledge
codifiability and tacitness should be considered as a continuum and when knowledge is
transferred, that process will generally involve both tacit and explicit knowledge (Nonaka&
Takeuchi, 1995).
The very reason why MNCs exist and succeed is that they are efficient vehicles for creating and
transferring knowledge across borders (Gupta & Govindarajan, 1991; Kogut & Zander, 1993;
48
Borensztein, De Gregorio, & Lee, 1995). Foreign Direct Investment (FDI) also contributes to
economic growth via technology transfer since MNCs can transfer technology directly (internally)
to their foreign owned enterprises (FOE) through their expatriates (Blomstrom, &Lipsey, 2000).
Technological and managerial knowledge are the two major types of knowledge embedded in
FDI. Technological knowledge has gained much significance (Hansen &Lovas, 2004) unlike in the
past when technology was considered in terms of tangible objects like working machinery and
artifacts, giving little significance to knowledge related aspects (Ford &Saren, 1996). Technology
thus is much more than machinery for it involves the practical application of scientific knowledge
that is codified and easily accessible in addition to nonscientific knowledge that may be
embedded in the culture of society or company, group, worker or inventor tasks (Fernandize, et
al., 1999). Ford and Saren (1996) describe different technologies under the product, process and
market technologies categories.
They can provide their affiliate with too few or the wrong kind of technological capabilities, or
even limit access to the technology of the parent company. The transfer of technology can be
prevented if it is not consistent with the MNC’s profit maximizing objective and if the cost of
preventing the transfer is low. Consequently, the production of its affiliates could be restricted
to low-level activities and the scope for technical change and technological learning within the
affiliate reduced (Adeolu&Obafemi, 2007).
The expatriation literature frequently cites the need to transfer resources abroad as a primary
reason for expatriating capable home-country nationals to foreign affiliates (Dowling et al.,
1994). MNCs use competent expatriates as a means of organizational development, aimed at
increasing knowledge transfer within the subsidiary processes (Harzing, 2001b) through a
“contagion” effect from the more advanced technology and management practices used by
foreign firms (Findlay, 1978).
For the transfer to be successful, mechanisms based on human resources are relied on (Nonaka&
Takeuchi, 1995). Consequently, expatriate capabilities are a legitimate way of transferring
embedded knowledge (Downes& Thomas, 2000). Expatriates with a given set of capabilities are
employed in the MNCs as vehicles for the knowledge transfer from one unit to the other
(Minbaeva et al., 2003). According to Downes and Thomas (2000) the greater the number of
49
expatriates in a subsidiary, the more the knowledge that can be transferred as such, the practice
of employing expatriates may be a strategic move on the part of an MNC to increase the
international experience and knowledge base of present and future managers. Thus, expatriation
is a tool by which organizations can gather and maintain a resident base of knowledge about the
complexities of international operations.
The ability of a firm to transfer knowledge depends on knowledge, skills, and competencies of
individuals who are directly involved in the transfer process, because ultimately it is the
individuals who are imparting and receiving knowledge (Argyris&Schon, 1978). One of the major
responsibilities of expatriates is to bring and transfer skills from the parent firms to the affiliates
in the host countries (Bonache et al., 2001). Expatriate assignment thus, is an effective means
that increase knowledge stock within a relatively short time horizon by grafting knowledge that
is new and useful to the host country context to the overseas affiliates (Huber, 1991). When the
underlying knowledge being transferred is tacit or the objective of the transfer is to change the
mindsets of knowledge recipients, significant learning would not take place without the presence
of expatriates (Pucik, 1988; Tsang, 1999, 2001). Thus, the success of knowledge transfer depends
critically on the types of expatriates being appointed. Delios and Bjorkman (2000) and Tsang,
(2001) suggest that given the knowledge function that expatriates play, the greater knowledge
and skills the expatriates possess, the greater knowledge and skills will be transferred to foreign
subsidiaries. In recent field research, Wang et al. (2004) also found that sending overseas
expatriates with professional competence increases knowledge transfer from MNCs to foreign
subsidiaries. Several previous studies evidence the importance of individual and contextual
factors that are weakly related to competence of expatriates (Dowling et al.1999). However,
most MNCs place heavy emphasis on technical and managerial capabilities of expatriates: unless
expatriates possess and develop their expertise that is necessary to overseas operation
effectiveness, the contribution of these individual and contextual factors may be questionable.
Thus, expatriates who are competent and possess professional knowledge are valuable corporate
resources. Using the resource-based logic, appointing valuable expatriates to an overseas
subsidiary should help improve the subsidiary’s performance.
50
In addition to abilities, the expatriates’ willingness to transfer knowledge is essential to
implement effective knowledge transfer program. Literature on expatriate staffing and
localization suggests that expatriates who are useful and valuable to overseas affiliates must have
the genuine desire to impart years of hard-earned professional know-how to local employees
and commit to localization (Rogers, 1999). Thus individual willingness and motivation for
knowledge transfer has been suggested to have greater impact on individual behavioral
outcomes (Gupta &Govindarajan, 2000). Expatriate managers however, have little incentive to
share knowledge they have acquired because, to the extent that they harbor a monopoly of
locally-developed knowledge, they gain bargaining power in the MNC by controlling a crucial
asset (Coff, 2003). Furthermore, it is impossible for the organization to be aware of all the
knowledge expatriates gain during their assignments or to monitor the extent to which that
information is shared. This results in a basic principal-agent problem as described by agency
theory. Expatriates then, have to be motivated to share their valuable knowledge especially the
tacit one despite the fact that their income and status within the firm are invariably linked to
their know–how. This is acute when there is no prospect of receiving an immediate payback in
equally valuable knowledge or when there is a fear that it may be leaked to competitors.
Hence, for intrafirm knowledge transfer to take place, expatriates (the source of knowledge)
must be sufficiently motivated to engage in transfer. This study thus postulates to test the
hypothesis:
H0: There is no significant relationship between motivation of expatriate and their use
of face-to-face interactions as a transfer knowledge tool.
H1: There is a significant relationship between motivation of expatriate and their use of
face-to-face interactions as a transfer knowledge tool.
Methods
For this descriptive cross-sectional study, primary data was collected using the survey methods
using a structured questionnaire as the tool from 30 expatriates using purposive sampling from
twelve firms. There were five Information Technology firms, two financial consultancies, and
51
three were electronics firms. Of these, ten were MNCs with global operations, a hospital based
in Saudi Arabia having a team of international doctors sharing knowledge with each other, and
finally a local firm created to be ‘born global’ right from its inception, where knowledge is
transferred regarding international clients and technical knowledge is institutionalized. For this
study, these two firms’ professionals were thus considered as expatriates too. The expatriate
capabilities has been measured in terms of their ability and willingness to transfer both technical
and managerial knowledge within the organization. The structured questionnaire had 4
questions profiling the respondents- age, gender, marital status, nationality; 3 questions
regarding the assignment- designation held during the assignment, country of assignment (host
country), and purpose of assignment. There were 2 questions regarding the company- name of
the company and home country of the parent company; 5 questions on expatriate capabilities
on a five-point scale, from strongly agree to strongly disagree; 2 questions on tools or methods
of knowledge transfer, also on a five-point scale, from always, often, sometimes, rarely to neural.
Data Analysis
The data was tabulated and analyzed and the hypothesis was tested using Pearson Correlation.
Table 1. Demographics of Respondents
Frequency Approx.%
Age 20-30 19 63
30-40 5 17
40-50 4 13
Above 50 2 7
Total 30 100
Gender Male 21 70
Female 9 30
Total 30 100
Marital Status Single 17 57
Married 13 43
52
Separated 0 0
Total 30 100
Nationality Indian 30 100
Others 0 0
Total 30 100
Designation Middle level executive 24 80
Top level executive 6 20
Total 30 100
The above table1 shows that all the expatriates who participated in the survey were all of the
Indian nationality, mostly young, in the age group 20-30 years. While 70% of them were male,
57% of the respondents were single, and none were separated. The majority (80%) held middle
level executive positions during their international assignment.
Moreover, for 16%, these assignments ranged from 1-2 years, for 23% it was 2-3 years and for
the majority, the duration was more than 3 years. In the survey, for 40% of the expatriate
respondents the home country of their company was in India, for 24% it was in the USA, for 6%
of the expatriates it was in Singapore, for 13% home country was in Saudi Arabia, and finally for
5% of the expatriates it was in Kuwait. The survey also shows that the subsidiary host country,
for 27% was in the USA, followed by Singapore (23%), Saudi Arabia (17%) and Kuwait (10%). The
rest were posted in Africa and New Zealand. The purpose of these assignments was mostly for
technical assistance, followed by both control and starting a new branch, while four of them
responded that it was for yet other purposes.
Data analysis yielded results regarding the expatriates’ managerial and functional ability: 63% of
them strongly agreed that they possess superior managerial skills and 37% agreed that they
possess superior people management skills such as communication, conflict resolution,
leadership and administration skills which have been considered crucial to effectively transfer
knowledge to subsidiaries. Moreover, 57% of the respondents “Strongly Agree” that they possess
superior functional skills and 37% “Agree” that they possess superior functional skills such as
53
knowledge of products and procedures of the company, and technology which are transferred to
subsidiaries.
Regarding the fear of losing power and control in solving difficulties in the subsidiary, 33% of the
respondents “Strongly Agree”, 47% “Agree” and 20% remained neutral to the issue.
The study was also interested in finding how willing were these expatriates to solve problems
and for this transfer their knowledge to the subsidiary. The results showed that the majority
(60%) of the respondents were very willing, 37% “Agree” and 3% did not express their view on
the issue. Data analysis results showed 57% of the respondents strongly agreeing and 43%
agreeing that they are willing to cope with cultural differences to transfer knowledge to
subsidiary employees. This may be because Indians live in a culturally diverse country and hence
they have a higher willingness to cope with such diversity even when transferred overseas.
Expatriates’ use of different tools of knowledge transfer was examined. Regarding holding
regular meetings to discuss business trends, results showed that 50% of them use it always, 33%
of them “Often” and 17% of them “Sometimes”. However, 40% “Always”, 43% “Often”, 10%
“Sometimes” and 7% “Never” use face-to-face interactions as a tool for knowledge transfer.
The hypothesis regarding relationship between motivations of expatriate and their use of face-
to-face interactions as a transfer knowledge tool was tested using Person Correlation.
Table 2: Correlation
Factors Motivation Face to Face
Interaction
Motivation 1
Face to Face
Interaction
0.916191 1
54
From the above table 2, it can be inferred that there is a positive and high correlation (r = .91)
between expatriate motivation and using face-to-face interactions as a tool for transfer
knowledge. At 95% level of significance the p value is 0.00001. The result is thus significant at p
< 0.05. The alternate hypothesis is then accepted that there is a significant relationship between
expatriate motivation and using face-to-face interactions as a tool for knowledge transfer.
Findings
The results of the study indicate that managerial skills such as communication, conflict resolution,
leadership and administration skills are considered critical for effective knowledge transfer. Most
(94%) expatriates state that functional skills such as knowledge of products and procedures of
the company, technology are important to effectively transfer knowledge to subsidiary
employees. Most (80%) of the expatriates who participated in the study stated that they are not
afraid to lose power and control to solve difficulties during knowledge transfer. The majority
(97%) of the expatriates are willing to solve problems thus transferring knowledge in the
organization.
All expatriates surveyed are highly motivated to cope up with the cultural differences thereby
reducing the difficulty in transferring organizational knowledge. The majority (83%) share their
knowledge in subsidiaries by holding regular meetings to discuss business trends and use face-
to-face interactions as a tool for knowledge transfer.
Finally, the findings show that there is a significant relationship between expatriate motivation
and using face-to-face interactions as a tool for transfer knowledge. Expatriates are thus making
an effort within the organization to communicate with employees face-to-face, building strong
relationships, enhancing trust, thereby easing the process of knowledge transfer.
Conclusion
This study on intra-organizational transfer of knowledge by expatriates was designed with the
objective of analyzing expatriate capability to transfer knowledge to others (or subsidiaries)
within the firm. It also identified the tools or methods to transfer knowledge and finally,
55
examined the relationship between expatriate motivation and face-to-face interaction as a
knowledge transfer tool. The results of the research highlight that expatriates’ managerial and
functional capabilities help them in transferring knowledge effectively. The study shows that the
willingness of the expatriates to cope up with cultural differences, devote time and effort, and
not being afraid of losing power and control in solving difficulties are important for successful
transfer of knowledge to employees. Moreover, formal meetings and face-to-face interactions
have been found in the study to be the most popular means of knowledge transfer by expatriates.
Finally, the research shows that when expatriates are motivated, there is more face-to-face
interaction than otherwise.
Limitations and Recommendations for Future Research
While this study is carried out on a relatively smaller size of expatriates, it is still a representative
sample since are from five different countries. Knowledge transfer research could be undertaken
on a larger sample size with expatriates from many more different home countries. Similarly, the
industries could be diverse to include for example manufacturing and pharmaceutical where
knowledge transfer is intensive using expatriates. Yet other scholars could undertake such a study
in “born globals” which will offer unique insights in the abilities, willingness and tools of
knowledge transfer.
Another limitation of the present study is its cross-sectional design. However, this offers an
opportunity to examine knowledge transfer over a period. This call for a longitudinal study as
knowledge transfer in organizations is the process “through which one unit (e.g., group,
department, or division) is affected by the experience of another” (Argot & Ingram, 2000) hence
the outcomes must be studied at different points of time. Subsidiary performance as an outcome
is the most widely researched subject; it is now time to investigate expatriate success (not failure)
in filling the position and transferring knowledge in the host country. Such a study could also call
for studying several variables simultaneously; hence, the complexity of the study would
recommend the use of structural equation model.
56
Finally, the study presents recommendations for corporate managers designing strategic policies
and practices facilitating expatriate knowledge transfer in the subsidiaries. Most organizations
select expatriates based on their technical skills. However, from the study it can conclude that
the ability and motivation capabilities of the expatriates are critical for effective knowledge
transfer. Thus, it is recommended that expatriates are selected keeping these factors in mind.
Moreover, knowledge transfer, especially tacit knowledge involves interaction between the
expatriates and other employees in the organization. Therefore, the selection of the right tools
of knowledge transfer is of significance. Since there is a trust and cooperation between the
expatriates and employees, informal knowledge transfer tools like experience sharing and
meetings should be used to transfer knowledge.
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60
Impact of impact of mergers on consumers and employees with respect to banks in India
Archana S Kothavale*
Abstract
The intention of the paper is to have an overview of the post amalgamation of banks. Here most
of the small financial Institutions are absorbed by the larger ones, thus simplifying the end use of
customers and the Government, by framing their own parameters bounded by the laws of RBI.
The objective of this paper is to present the motives of the banks for merger, which has been
narrated with the live examples. Apart from the merger aspects it also mentions from the point
of view of human resource management and the various kinds of operations undertaken. Also by
the merger there would be a major impact in human resources, like the employees opting for the
voluntary retirement which is a positive aspect for the organization, thereby overviewing the
paper presentation we can say that there is a positive impact by the merger and simplified
banking.
Key words: Amalgamation, parameters, human resources.
Introduction
In every economy banking sector plays an important role as it is one of the rapid growing
segments in our country. Since there is a stiff competition, due to the existence of
multinationals, to face and survive in the current situation, merger was absolutely
required. Commercial banks in India are going through tremendous changes in the
regulations due to various factors such as the financials, risk management and the
introduction of online transactions. All these factors make the financial institutions in our
country very competitive and effective. In India merger of banks began in the 60’s to
strengthen the weaker banks and protect the public interests.
Keywords : Merger , Banks, Impact
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*Faculty ,Ramaiah College of Law
Objectives of The Study
The recent scenario of mergers in the banking sector.
Understanding the merger procedure in banking.
To find the effects of merger of banks.
To know the impact of mergers on consumers and employment conditions.
1n case of banking sector, Merger is combining of multiple banks, to form a single bank. It
is a financial activity which is undertaken in a large variety of industries, hospitals, financial
institutions, private institutions, industries and many more. Among the major mergers one
of the prominent mergers are merger of ICICI Ltd.with its banking component ICICI BANK
Ltd. and the Global Trust bank with Oriental Bank of Commerce. This is said to be one of the
major banking reforms post liberalization. The merger consists of three types of components
namely Vertical merger, Horizontal merger and lastly Conglomerate merger. A Vertical
merger is a merger between companies in the same sector but in various levels in the
production process. In short vertical merger takes place between companies where one
purchases or sells something from or to the other .For instance :Soft drinks like Pepsi merger
with restaurant chains involving the sale of beverages. The amalgamation between firms leads
to Horizontal merger which are selling similar type of products in the same market. The
examples of Horizontal merger are Eighties bank merger and the merger of HP and COM
PAQ, impacting the competition decrease in the market.
Conglomerate merger is a combination between companies in different industries.
The financial institutions pertaining to 10 public sector undertakings (PSUs) will be amalgamated
into 4 banks w.e.f 1st April, 2020 which was announced by the Finance Ministry in August
2019.With this impact the public sector banks has been downsized to to 12 w. e. f. 2017. But due
to the formation of merger exercise it may defer for some time due to the covid-19.
The major merger of PSU banks which would come into effect from 1st April:
With the amalgamation of Punjab National Bank with The Oriental Bank of Commerce and United Bank of India.
The merger of above said institutions would form the second largest public sector after
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State Bank of India.
The merger of Bank of Baroda with Dena Bank and Vijaya Bank, it would create the 3rd largest public sector bank.
With the merger of Canara Bank and Syndicate Bank, it would make them the fourth – largest public sector Bank. .
Indian bank will be amalgamated with Allahabad bank.
Union Bank of India would be merged with Andhra Bank and Corporation Bank.
With effect from 1st April 2020 the customers of merging banks will be treated as customers of the banks in which these banks have been merged.
In a nutshell, there will be 12 PSU’s, consisting of 6 merged banks and 6 independent public sector banks.
o 6 merged banks include SBI, bank of Baroda, Punjab National bank, Union Bank of India and Indian Bank, Canara Bank.
o 6 independent banks consist of Indian overseas banks, UCO bank, Bank of Maharashtra,Punjab and Sind Bank , Bank Of India , Central Bank Of India .
Henceforth, The oriental Bank Of Commerce and United Bank of India will operate as the branches of the Punjab national bank w.e.f.1st April 2020.
Dena Bank and Vijaya Bank would be the branches of Bank of Baroda with effect from 1st April 2020.
Syndicate Bank would function as the branch of Canara Bank w.e.f. 1st April 2020.
All Allahabad bank branches would be henceforth treated as branches of the Indian bank
Similarly all branches of Andhra Bank and corporation bank would function as Union bank of India branches w.e.f. 1st April 2020.
Objectives and Advantages
With mergers in the ban king sector, the ban k can achieve growth in their operations and reduce their
expenses to a larger extent. Competition is also reduced because merger eliminates competitors from
the banking industry. Mergers will increase the lending capacity. No person will lose the job. The
employees of merging banks will benefit in the larger extent. As the banks are using a’ CORE BANKING
SYSTEM’ the software for these banks have merged accordingly so that there would not be any difficulty
for the employee
The Government also gave Rs.2.5 lakhs crore for recapitalization of the banks, besides other reforms
63
which have made the banking sector stronger than before. The banks merger was done under the
bank consolidation plan of the Union Government. It would reduce their dependence on the
government for the capital since it would increase the role of internal and market resources.
Further it would open up more capita! Generation opportunities, both internally and from the
market, for the merged concern . For the government it would create more dividends, as a part of non-
tax revenue. As there would be less competitors in the ban king industry, they could concentrate
on payment and settlement. The merger of banks would decrease the operational risks as it would
fill the geographical gap between management and operational personnel. It is a next generation
technology for the banking sector, reduced Public sector banks from 27 to 1 2 in India.
Banks with large bad debts and poor revenue would merge itself with another bank for its
survival, and thereby consolidating financial institutions, to sustain in the day to day business
activities.
To reduce the scope of inefficiency in small banks, mergers lead to gain in the larger scale of
expertise.
Mergers give a sufficient and higher capital with more liquidity flow which decreases the
obligation of governments; in recapitalizing the PSBs time and again, transferring the skills
and sharing the resources and working efficiently to sustain in a competitive market.
Procedure for Merger of Banks
The amalgamation of the banking companies must be compiled with the rules and
regulations under sec 44A of the banking regulation act 1949.
For merger of banks the approval of shareholders is necessary, followed by approval of
SEBI and there by a new company is formed. The shares are issued to the shareholders of
the transferor company.
Under the banking act no financial institution shall be merged with another financial
institution unless there is a provision for such merger has been placed in draft before the
respective shareholders of each of the banking companies and the same has to approved
by the 2/3rd majority of shareholders present in person or by way of meeting.
The notice of such meeting has to be given to or keep informed to every share holder of
the respective merging banks indicating the time, venue and purpose of the meeting
which should be published in 2 leading circulars, of which one should be understood
locally.
64
There on by the approval of the amalgamation by the required majority of shareholders
binding the laws the same would be submitted to the RBI for the sanction and if
sanctioned the RBI would pass the order in writing binding the bylaws of banking
companies and its shareholders . On the post sanction of the amalgamation, the assets
and liabilities of amalgamated banking company be transferred to the said banking
company.
The RBI after approving the dissolution of the amalgamated banking company, the same
is produced to the Registrar to complete the closure formalities. The amalgamation
process would stand as conclusion, once the requirement of sec 19 of the banking laws
1963 is compiled with and a certified copy in writing by the concerned RBI officer.
In case of amalgamation the draft scheme of the same is thoroughly scrutinized by the
respective board of directors, before giving their final approval. In case of private banks
the procedure is the same but within the parameter of reserve bank of India’s master
direction for amalgamation of private sector banks 2016.
Lastly to conclude the amalgamation of private banks is not complicated and are rather
straight forward, whereas the amalgamation of public sector banks is a lengthy process
which required the nod of the government. In power and to have the approvals of the
required numbers in both the houses of parliament. Also, the assets and liabilities and the
human resource should be managed efficiently for the successful operation of the
amalgamation process and there by not causing any kind of inconvenience to the
customers of the amalgamated bank.
Legal Implications of Merger:
The Banking Regulation Act of l949, governs the private banks and other related financial
institutions, whereby merger between banking industries is regulated by Section 44 of the said
Act . According to this a merger is required to be approved by a two third majority of shareholders
of each of the merging companies. Section 45 of this Act 1 949, deals with the compulsory
amalgamation of banks... Section 35 refers to acquisition of business of other banks. Thereby the
shareholders of the public listed banks would be affected and that impact would be known only,
once the swap ratios are announced. The legal aspects are bounded in such a way that the
shareholders get appropriate ratio of their holdings. The Following are the latest announcements
on merging State run Banks: As announced by the lClC1 securities it estimated that the
shareholders of Syndicate Bank would get 140 shares of Canara Bank for every 1000 shares of
65
the Syndicate bank. The shareholders of Allahabad Bank would get 176 shares of the Indian bank
for every 1000 shares held in Allahabad bank. They also estimated that the shareholders of
Oriental Bank of Commerce would get 1130 shares of the Punjab National Bank for every 1000
shares held in Oriental Bank of Commerce. The shareholders of United Bank would get 160 shares
of PNB for every 1000 shares held in United Bank, as part of the agreed merger swap ratios.
Similarly the shareholders of Andhra Bank would get 330 shares of the Union bank of India for
every 1000 shares held in Andhra bank and the shareholders of Corporation bank would get
320 shares of the Union bank of India for every 1000 shares held in Corporation bank .The
stakeholders of Vijaya Bank will get 402 equity shares of Bank of Baroda for every 1000 shares
held. The shareholders of Dena Bank will get 110 shares of Bank of Baroda for every 1000 shares.
Impacts of Merger
The foremost requisite would be to change the cheque book (new format) sometimes the
logo of the banks have to be changed.
There would be a change in IFSC codes with the merged bank and the exchanging of the
debit/credit card.
There would be a change in interest rates for the fixed deposit and lending rates in the case of Post horizontal
merger, the bank which has induced may have to face the NPAs of the merged bank if
any.
Post-merger the banks are expected to make settlement of the employees and their
statutory dues for those who opt for the Voluntary Retirement.
Disadvantages
The management would have to face critical challenges with merger and respect to staff
integration, rationalization of branches, synchronizing accounting, cultural compatibility,
policies for recognition of bad loans etc. The process of merger would face resistance from the
employee Unions who would afraid of losing jobs or promotions The rationalization of branches
would lead to their relaxation. Pensions would be affected due to various employees benefit
structures. The major disadvantage is the compliance and risk consistency as both the
66
merger organization would have different norms and risk culture leading to uncertainty
which creates a negative foot-print on the profitability of the organization.
Suggestions
Minimize the Existing banks, by merging with the smaller banks. Which in turn would again
reduce the competition and survival of the sick banks.
To introduce of more banks in overseas, to increase deposits, and other banking facilities.
Effective training is to be provided to the employees to build a good, and friendly
relationship with the customers.
Merge of major scheduled and cooperative banks with the nationalized banks.
Reintroduce of Reverse Mortgage loans to the senior citizens , whereby the senior citizens
could avail loan on their assets and after their death the legal heirs could close the loan or
the asset would be owned by the bank
Minimize the Existing banks, by merging with the smaller banks. Which in turn would again
reduce the competition and survival of the sick banks.
To introduce of more banks in overseas, to increase deposits, and other banking facilities.
Effective training is to be provided to the employees to build a good, and friendly
relationship with the customers.
Merge of major scheduled and cooperative banks with the nationalized banks.
Reintroduce of Reverse Mortgage loans to the senior citizens ,whereby the senior citizens
could avail loan on their assets and after their death the legal heirs could close the loan or
the asset would be owned by the bank
Outsource the employees, to reduce the statutory dues and their wages.
Provide good incentives and benefits to the employees.
Reduce the minimum amount of account opening, and providing doorstep services to the
customers.
Introduce of more single windows in retail banking so as to fulfil the needs of the
customers.
Introduce more ATM’s and reduce the limitation for withdrawal.
Introduce mobile ATMs in remote places.
To encourage implementing corporate social responsibilities as philanthropic activities as
most of the banks would be in a better position of earning profits due to the merger.
Update the CIBIL scores of the customers in time and again which is otherwise not done
regularly.
67
Conclusion
It is true the Merger of banks would boost our economy and there by function more efficiently
and effectively and thus creating more profits and healthy financials. The act of merger should
be such that it should merge with the respective competitive banks to maintain the status and
also share their respective parameter and man power. Through merger, the banks financial status
would improve by and large.
References
Articles: How strong are the arguments for bank mergers
Market based mergers in Indian Banking Institutions
Mergers in Banking industry of India :some emerging issues—Asian journal of business
and management studies
Mergers in Indian banking :An analysis Impact of mergers on the cost efficiency of Indian
commercial banks
Merger &Amalgamation in banking sector in India—researchersclub.wordpress.com
Will bank mergers make a difference—Financial express.com
Merger &Acquisition in Banking Industry—www.acadpub/eu/hub/
Insights into Editorial :Big bank theory:on public sector bank mergers
How the mega bank mergers will impact you—economic times.indiatimes.com
How will mergers affect PSBs—the hindu.com
Mega bank merger:key figures,motive,impact,significance—www.jagran
josh.com>current affairs
Digging deeper /the big bank merger—What,why,&whatnext?—money control.com
PSUbank mergers:customers of which banks are likely to be impacted &how—economic
times.indiatimes.com
Nirmala Sitharaman Announces big reforms for PSBs—key highlights—economic
times.Indiatimes.com
Mega PSU merger—wishfin.com
The Big Bank Merger:Pros&cons—Capitalvia.com
GD Topic—Banks Merger in India:Is it good for Indian Economy?—
www.mbauniverse.com
Summary&Conclusions:shodhganga.inflibnet.ac.in>bitstream(PDF)
Advocate khoj.com
Blog of pleaders.in>banking
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A Comparative Study on Public Sector Bank Asset Quality in India
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