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The study of organisational culture in India has been dominated by positivistic framework of research enquiry by exploring the existence or absence of a pre-defined set of cultural attributes. There has not been significant effort on the part of research scholars to explore, understand and articulate the evolution of the organisational culture from...
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... The interrelationships amongst various themes (conceptual categories) thus identified, were also established. Both conceptual However, the broad framework presented here would help readers appreciate the broader research context categories and the inter-relationships amongst these categories shaped the "working framework" (For details please refer to Panda et al. 2012), which was the basis for developing questionnaire. The framework was also used as a basic template to collect qualitative data and explore the culture further at a branch level. ...
... (a) Indian worldview is pluralistic in nature, where conflicting demands from contrasting dispositions and orientations are held together in the way Indians think and behave; (b) Indian culture has absorbed different cultural influences allowing diversities, discrepancies and contradictions to co-exist under an overarching tolerant worldview. (Sinha 2010) (c) Indians' behaviour tends to be context sensitive in nature, which means "instead of being guided by universalized abstract norms and values, Indians tend to be guided by desh (place), kal (time) and paatra (person)" (Refer Panda et al. 2012 for details). ...
The primary purpose of this paper is to share the
lessons the first author learnt as a novice researcher while
carrying out a comparative culture study focused on exploring
differences in organizational culture in units located in two
societies in two distinct culture zones, using mixed methods
approach, as a part of his doctoral research program. The
authors have shared “why” and “how” the first author chose
and applied mixed methods approach to conduct the above
study, which might be of help to budding researchers, given
that mixed methods approach is rarely used by doctoral students
in India. The authors have presented three kinds of
lessons in this paper, learnt by the first author. The first kind
of lessons deals with themethodology, the second one is about
the research approach and the last one is related to the qualities
of an effective researcher. The authors have also presented
“do’s and don’ts” in researching for the benefit of budding
researchers. The insights shared in this paper, the authors
hope, would be useful and relevant for the researchers
employing mixed methods approach. Besides, it might also
definitely help budding research scholars make an informed
choice of research method to effectively deal with research
problems under investigation.
Indians, at the modern workplace are facing a cultural paradox between their deep seated traditional values and the modern paradigm of western business values. In the current paper, we use multiple published case studies of various organisations in India to understand how these organisations are responding to this paradox, using Cameron and Quinn's (1999) competing values framework (CVF). In terms of CVF, organisations in India are facing a cultural paradox between clan and market type cultures. We are using conjecture to explain the paradox through dialectical theory. This paper then proposes adhocracy as the synthesis of the thesis of clan-type culture and antithesis of market type culture for the organisations in India. Drawing lessons from the organisations which have managed to deal with the paradox successfully we draw two propositions for further research. By working with and through the paradox, the paper also presents some modifications in CVF to apt to the Indian context.
The primary purpose of this paper is to share the lessons the first author learnt as a novice researcher while carrying out a comparative culture study focused on exploring differences in organizational culture in units located in two societies in two distinct culture zones, using mixed methods approach, as a part of his doctoral research program. The authors have shared “why” and “how” the first author chose and applied mixed methods approach to conduct the above study, which might be of help to budding researchers, given that mixed methods approach is rarely used by doctoral students in India. The authors have presented three kinds of lessons in this paper, learnt by the first author. The first kind of lessons deals with the methodology, the second one is about the research approach and the last one is related to the qualities of an effective researcher. The authors have also presented “do’s and don’ts” in researching for the benefit of budding researchers. The insights shared in this paper, the authors hope, would be useful and relevant for the researchers employing mixed methods approach. Besides, it might also definitely help budding research scholars make an informed choice of research method to effectively deal with research problems under investigation.
