V. Suchitra Mouly's research while affiliated with University of Auckland and other places
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Publications (21)
A review of the extant scholarly literature reveals that ethnographic methods have seldom been employed in the study of the behaviour of small businesses. This perhaps derives from the impression, belied by published ethnographies, that insofar as small businesses are often run by a single person or a very small group of individuals who try on vari...
The New Zealand (NZ) Mental Health (MH) sector has expanded rapidly over the last decade, and questions have been posed about the capacity of the MH workforce to meet demand in the forthcoming years. Accordingly, this study examines the recruitment policies, practices, barriers and opportunities of the MH sector of NZ. We find that apart from inter...
Biotechnology is turning a traditionally low-tech industry (food) into a high-tech industry (functional food/nutraceuticals). There is a real need to enhance managerial understanding by clarifying the nature of innovation processes in the functional food industry, including the role of research and development (R&D) and collaboration. The present i...
The present study undertakes a comparative analysis of a government R&D team and an in-house R&D team of a listed company and analyzes how and why a public-sector R&D team failed where a comparable private-sector R&D team succeeded. The findings speak to the influence of sector/environmental context on the behavior of R&D project groups. The public...
We report a case study of value-chain innovation in a niche, export-oriented aquaculture industry, namely, Chinook/King salmon, that contrasts with the much more common Atlantic/Norwegian salmon. The firm in question is vertically integrated, thus offering a ‘cradle-to-grave’ vista of innovation that spans ‘production’ (i.e. farming), processing, m...
This paper reports a three-year study on the content and process of change associated with the deregulation of the electricity industries in a developed country (New Zealand) and a developing country (The Gambia). The study focused on the scope of change, the process of implementation, the obstacles to change, and the outcomes of change. It employe...
Purpose
The purpose of this paper is to study the privatisation process and its impact on organisational change in the electricity industry in the Gambia.
Design/methodology/approach
A qualitative methodology was used for the study as qualitative techniques make use of a holistic approach, which allows for the assembling of a comprehensive and com...
This paper summarises the key insights from two studies of organisational and industrial change using qualitative inquiry. In both studies, qualitative research served to reveal dynamic/ongoing processes of change in a variety of settings, in each of which change arose from the corporatisation/privatisation of state-owned enterprises and industries...
Redundancies of personnel arising from the corporatization and even subsequent privatization/closure of several federal departments have contributed to the number of small businesses in New Zealand, a phenomenon that will likely be mirrored at least partially as other nations progressively liberalize their economies. Small businesses with such orig...
This paper examines an important, albeit neglected aspect of communication in the workplace, namely, rumour and gossip in organisations. Drawing on literature from multiple disciplines the paper provides an analysis of the role played by rumour and gossip within organisations, including, but not limited to, its meaning, hidden reasons and its manag...
Project groups have become an important means by which R&D organizations conduct their research. Scholars in organization studies note that for the effective conduct of research and development (R&D), decentralization of authority and an emphasis on interpersonal processes are better suited than a bureaucratic form of organization involving authori...
This paper investigates an important topic in organisational behaviour that hitherto, has not received enough attention—informal communications, including grapevine activity, rumour and gossip. We show how this topic can illuminate potential new insights in a range of related areas in organisational behaviour. We further outline an agenda for resea...
This article focuses on uncovering the process bywhich envy, which Melanie Klein has described as the most negative of all emotions, is enacted in organizations, with special reference to peer evaluation mechanisms. The authors do so bydrawing upon the experiences of a high-achieving lecturer in a tertiaryeducational institution in New Zealand. The...
Despite its frequent occurrence in educational institutions, the phenomenon of the "acting leader" has not received much attention in the academic literature. Moreover, the extant literature is situated largely in the context of organizations, such as universities, in which interim administrations are succeeded by duly appointed regular administrat...
Although the national expenditure on R&D in India (as a percentage of GNP) is comparable with that of such developed countries as Australia and Canada, there is increasing concern that the S&T capabilities of the country are not being fully utilised for accomplishing developmental plans. We report some of the findings of a sponsored project which e...
The growing popularity of programmes aimed at empowering employees through changes in work practices has been well documented in the management literature (Conger and Kanungo, 1988; Osterman, 1994). However, as a research topic, empowerment appears to be a nascent area insofar as the prevailing definitions do not reflect a common or shared understa...
Using a qualitative methodology, the present research attempts to understand members’ perceptions of empowerment in two New Zealand organizations that have undergone various reforms in the workplace. In a departure from the literature, our study reveals the context-specific nature of empowerment and offers probable reasons for the lack of a unified...
We discuss several issues related to the study of an organizational setting that is marked by severe conflict between superiors and subordinates. The discus sion is based on our experiences during fieldwork conducted in an Indian R&D team which manifested such conflict. We also relate our discussion to the reports of other researchers who have stud...
The subject of this paper is a comparative analysis of two Indian
R&D teams with similar objectives and activities. The team which we
first studied (team A) was located in a public-sector electrical power
research institute. The second team (team B) was the R&D unit of a
private-sector company which manufactures and sells electrical equipment
such...
Citations
... A study of the administration of Federal funding for research and development projects in higher education in India identified a number of areas needing further investigation (Mouly & Sankaran, 1999). These included proposal submission, peer review, project reporting, budgeting, inter-agency interaction and criteria for evaluation of a project's success. ...
... However, the use of ethnography seems to be limited in the field of entrepreneurship compared to other disciplines; this may be because ethnography is time intensive. Holliday (1995) as cited in Mouly and Sankaran (2006) highlights that in small and medium business, the reason for not having a number of ethnographic studies may be because there was not enough time for another person to hang around and ask questions as entrepreneurs engage in a number of activities. The available ethnographic research in entrepreneurship includes but is not limited to Dana and Remes (2005), Lalonde (2013), O'Neill (1997), Palmås et al. (2013) and Reichman (2013). ...
... Similarly, the impacts of envy on counterproductive work behaviors were studied by Cohen-Charash and Mueller (2007), and the results of previous studies reinforced that both unfairness (Folger & Skarlicki, 1998;Robert Folger & Baron, 1996) and envy (Mouly & Sankaran, 2002;Salovey & Rodin, 1984;Silver & Sabini, 1978) could increase counterproductive work behaviors. A notable contribution to the literature on envy is made by Duffy and colleagues, who developed and tested a model about instances where envy was associated with social undermining (Duffy et al., 2012). ...
... For example, Kostera (1996) interviewed Polish general managers of such companies for discovering their social role, while Morck (2005) collected stories about state-owned companies from all over the world to bring closer the specificity of this form of organization. Erakovic, Forster, and Mouly (2006) investigated changes in the organizational design of sixteen corporatized and privatized organizations in the electricity industry in New Zealand and examined the content and process of change associated with the deregulation of that industry. ...
Reference: Liminal Space in a State-Owned Company
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... Privatised companies often experience structural and cultural changes that affect their operations (Cuervo and Villalonga, 2000;Hamilton, 2006;Cabeza and Gómez, 2007;Arcas and Bachiller, 2010). Zahra et al. (2000) present a model that links privatisation to a firm's organisational transformation which proves that a company increases its entrepreneurial activities and innovation when it changes from state to private ownership. ...
... The lower quality of the staff of public organisations is not conducive to the quality of publicsector projects (Mouly & Sankaran, 2007). Regardless of that (or because of that), Kwak et al. (2014) suggest development of especially high quality-management processes for public-sector projects. ...
... Secondary data sources were also utilized, including NewCo's bylaws, various industry analyses, and academic articles. The qualitative research design was adopted because of its effectiveness in inquiring about sensitive issues such as conflict (Mouly and Sankaran, 1997). ...
... Macro-level politics External political commitments (Acker and Kammen, 1996;Ahlborg et al., 2015;Ahlborg and Hammar, 2014;Forster and Mouly, 2006;Green et al., 2015;Mawhood and Gross, 2014;Mechtenberg et al., 2012;Millar, 2015;Pineau, 2002Pineau, , 2007Rowlands, 1994;Söderholm, 1999;Wamukonya, 2003) 13 (Africa Progress Panel, 2015Castellano et al., 2015;Energising Development Initiative, 2016 Energy security/ sovereignty (Able- Thomas et al., 1995;Aliyu et al., 2013;Bhagavan, 1985;Emodi and Yusuf, 2015;Fagbenle, 2001;Green et al., 2015;Iwayemi, 1983;Mbohwa, 2002;Mulugetta, 2007;Ohunakin et al., 2014;Rowlands, 1994;Rugabera et al., 2013;Söderholm, 1999;Taulo et al., 2015;Wamukonya, 2003;Welsch et al., 2014;Wheldon, 1990) 17 ( Meso-level politics Efficacy of political institutions (Abdullah and Markandya, 2012;Acker and Kammen, 1996;Ahlborg et al., 2015;Ahlborg and Hammar, 2014;Amankwah-Amoah, 2015;Asress et al., 2013;Attachie and Amuzuv, 2013;Bawakyillenuo, 2009Bawakyillenuo, , 2012Brown and Mobarak, 2009;Buchholz and Da Silva, 2010;Buchholz et al., 2012;de Jongh et al., 2014;Elahee, 2011;Emodi and Yusuf, 2015;Gatugel Usman et al., 2015;Green et al., 2015;Iwayemi, 1983;Kaijuka, 2007;Kapika and Eberhard, 2010;Karekezi, 1994;Karekezi and Kimani, 2004;Kehbila et al., 2014;Kenfack et al., 2014;Kroth et al., 2016;Malgas and Eberhard, 2011;Mangwengwende, 2002;Mas'ud et al., 2015;Mawhood and Gross, 2014;Min, 2015;Mulugetta, 1999Mulugetta, , 2007Ondraczek, 2013;Pfenninger and Keirstead, 2015;Pigaht and van der Plas, 2009;Plane, 1999;Sovacool et al., 2013;Taele et al., 2012;Thamae et al., 2015;Trotter, 2016;Tshombe et al., 2007;Verhoeven, 2013) 42 (Africa Progress Panel, 2015African Development Bank, 2013Castellano et al., 2015;Eberhard et al., 2016;European Union Energy Initiative, 2015;Foster and Briceño-Garmendia, 2010;Golumbeanu and Barnes, 2013 ...
... Employees participate, in practice, in the operation of the organization, having the freedom to take initiatives (Daft, 2001 Hackman and Oldham, 1976;Strauss, 1977;Hackman and Oldham, 1980;Conger and Kanungo, 1988;Thomas and Velthouse, 1990;Spreitzer, 1995;Randolph, 1995;Lashley, 1996;Menon, 2001;Daft, 2001;Wall et al., 2002;Seibert et al., 2004;Yukl and Becker, 2006 Scientific Papers Bowen and Lawler, 1995;Hales and Klidas, 1998;Herrenkohl et al., 1999;Daft, 2001;Perry et al., 2006;Kim et al., 2009;Ro and Chen, 2011;Meyerson and Dewettinck, 2012;Moldogaziev, 2012, 2013;Ineson et al., 2013;Nassar, 2018 The main purpose of empowerment is the redistribution of power between the management and the HR, increasing its responsibilities, prestige, and loyalty. The power is shifted to the employees so that they can use their skills and energy to enhance their performance (Conger and Kanungo, 1988;Ghosh, 2013) Total number of papers and their distribution by decade Features 1) Increased responsibilities, 2) Gaining work prestige, 3) Effective handling of situations, 4) Making use of skills, 5) Independence, 6) Abuse of power by HR, 7) Loss of control by management, 8) Democratization of the workplace, 9) Willingness to take initiatives, 10) Social exchange relations, 11) Dedication to work, 12) Fostering self-work management, 13) Investments of employees in their work 15 1970-1980: 1 1981-1990: 3 1991-2000: 3 2001-2010: 4 2011-2020: 4 Scientific Papers Kirkhart, 1971;Denhardt, 1984;Burke, 1986;Conger and Kanungo, 1988;Smith and Mouly, 1998;Kirkman and Rosen, 1999;Konczak et al., 2000;Lawler et al., 2001;Tremblay and Simard, 2005;He et al., 2010;Patel and Cardon, 2010;Kazlauskaite et al., 2012;Ghosh, 2013;Berraies et al., 2014;Choi et al., 2016 6 ...
... In addition, it is possible to learn information that is difficult to understand within the scope of official procedures through gossip. Organization managers can use the information exchange function of gossip to get employees" reactions related to new policies and exchange processes (Michelson & Mouly, 2004). Most of the time, managers can go out of their way to pass on official information primarily to those in the organization through gossip. ...
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