V. Nilakant's research while affiliated with University of Canterbury and other places
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Publications (15)
In the past two decades neoliberalism as an ideology has had far-reaching consequences on how business organizations view their obligations to different stakeholders. Critiques of neoclassical economic theory, which is the basis of neoliberalism, hold that a series of a priori moral principles lay at its heart (McMurthy;1 Hodgson2). In other words,...
This article is based on a qualitative study of the privatization process of an electricity utility in a less developed country—the Gambia. The electricity utility in the Gambia went through three forms of privatization between 1965 and 1999. Each form was characterized by a different governance structure. This article explores the organizational d...
In a country that has experienced over 15 years of politically driven change, the New Zealand Police Service (NZP) is now in the midst of an ambitious change programme called Policing 2000 (P2). Challenging traditional policing assumptions, P2 is a total quality management (TQM) approach that seeks alignment with an increasingly service orientated...
The present paper is an account of business ethics as an enacted phenomenon, one that is implicit in the actions, values and assumptions of the actors. Put differently, ethics is seen to be an endogenous and internalised phenomenon as opposed to an exogenous, prescriptive set-of-rules. The paper is based on a larger study of technological change in...
The corporatization of health care organizations has become a significant international trend. This paper examines that trend, comparing the development of corporate health care in the USA with the impact of the New Zealand health reforms. The paper traces the evolution of the organizations of health care systems and explains the emergence of the c...
This study uses repertory grid interviews and a follow-up questionnaire study to develop a ‘lay’ theory of managerial effectiveness in a large New Zealand public sector organization. the lay theory is presented as a model with seventeen scales and two factors descriptive of effective and ineffective managers in the organization. the two factors ind...
This paper evaluates agency theory as a theory of performance outcome. Agency theory attributes uncertainty in performance outcomes to moral hazard, adverse selection and the state of nature. This paper argues that by overlooking two critical sources of outcome uncertainty in organizations -- incomplete knowledge about the effort-outcome relationsh...
Despite widespread evidence of low predictive and construct validity, personality testing is increasingly being used for the selection of managers. Notes that selection practices based on personality testing are not embedded in an explicit theory of performance. Based on available research evidence it is argued that personality is likely to play a...
This paper argues that attempts to build a theory of performance in organizations have largely been confined to individual disciplines of psychology, sociology, economics and organization theory. The paper highlights the inadequacies of the agency model of performance from organizational economics. The paper suggests that an integrated model of per...
Middle level managers, a typical feature of large hierarchical
organisations, are a critical resource for ensuring performance and
growth. Few studies, however, have specifically examined the nature of
middle managerial roles, their causes and consequences for
organisational performance and change. This research is based on
in-depth case studies of...
Middle managers play a crucial role in ensuring that the activities inside an enterprise are well-coordinated, that employees act responsively and responsibly, and that the organization continuously generates creative alternatives to grapple with its problems. Further, it is at the middle level that the organization's policies and strategies get tr...
Project management has become a common organisational approach to
manage complex projects. Despite its popularity, few studies have used a
human resource perspective to understand the behavioural dimensions of
the project manager. This study reports an empirical investigation on
some of the causes and consequences of role stress among project
manag...
Improving the effectiveness of a function in a large complex organization requires attention to the working of other inter' dependent departments related to that function and how the interface between these departments is managed.
At Hindustan Chemicals Limited, there is an acute problem in the planning and procurement of engineering items. Within...
Citations
... Performance evaluation might consider the following issues: How are the facilitative and operational activities allocated to individuals in an organization, and how does the facilitative content of a task vary in an organization (Nilakant, 1994). The human resource department can establish an evaluation index system according to these issues. ...
... This reconstruction does not just alter approaches and structures of education, it realigns the values of education. In realigning the relationship between the individual and education, the individual and their relationship to community is reconceived, redirecting social responsibilities to the realm of the private, encouraging the displacement of consideration of the needs of the other in order to promote the primacy of the neoliberal self (Fukuda-Parr, 2003;Lips-Wiersma & Nilakant, 2008). ...
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... When individuals are involved in a mission, they see more commitment as leading to greater mastery and competence (Deci & Ryan, 1985). With respect to MMs, Nilakant and Ramnarayan (1990) indicated that they expected to deal with top decisions. According to this view, lack of control and autonomy over work execution and decision-making process are the main demotivational factors. ...
... Yandle (2010) also suggested that the financial crisis will lead to permanent expansion of regulations, thereby, replacing market driven trust devices. Forster and Nilakant (2005) commenting on the role of trust in privatisation focusing on the transformation of the electricity utility in The Gambia. They concluded that "organisational factors such as trust generation may be as critical as economic factors in ensuring the success of deregulation and privatisation in less developed countries" (Forster and Nilakant, 2005, p.348). ...
... The information serves two important purposes in the world of agencies: First, each actor owns private information regarding their preferences, aims, and risk aversion. Second, it is difficult for the principal to oversee or verify agent's conduct [43,[110][111][112]. In an ideal workplace, the principal is aware of the agent's professional behaviors and is able to monitor, evaluate, and reward them correctly. ...
... It is very important that change managers develop a vision that aligns with the culture of an organization. Having a vision that aligns with the culture of an organization, along with visible results from the implementation of a change project, will ensure that personnel will be receptive to change (Duncan et al., 2001). ...
... Persoalan berkaitan jenis personaliti berkait rapat dengan cara seseorang pemimpin memimpin orang bawahannya. Dakin et al. (1994), menyatakan bahawa kepimpinan merupakan satu pengaruh terhadap perhubungan antara ketua dan pengikutnya yang mana mereka mahukan perubahan terhadap sesuatu yang disasarkan. Ini menunjukkan terdapat hubungan saling bergantungan diantara pemimpin dan pekerja dan perhubungan ini akan mengeratkan persefahaman dalam sesuatu tindakan. ...
... By contrast, the cues the vast majority of local managers and employees receive as their firms' globalization processes unfold are likely to be different. These local employees do not always welcome internationalization-related changes and may perceive themselves as "spectators" of the process (Nilakant, 1991). They may perceive threats to their career advancement opportunities because global firms have more alternatives for staffing positions (Perlmutter, 1969). ...
... The study of occupational stress has been pursued within a number of occupations, including teaching (Guglielmi & Tatrow, 1998), policing (Storch & Panzarella 1996), and managing (Broadbridge, 2002). Relatively few studies have been conducted with project managers (Gallstedt, 2003; Haynes & Love, 2004; Lysonski, Nilakant, & Wilemon, 1989), and of these only Gallstedt focused on IT project managers. The extent to which Gallstedt's findings apply outside the sample studies is not known. ...
... In summary, our study findings highlight both the flexibility and stability of Chinese ILTs as a function of one's acculturation into a new culture. This is akin to the middle way that previous studies have pointed to (e.g., Cammock et al. 1995;Ruiz et al. 2013;Wang 2011). Bearing this in mind, we highlight a managerial implication for our study. ...
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