Nitte Management Review 2020-12-22T04:31:53+00:00 Dr. K. Sankaran Open Journal Systems <p><img class="media-object" style="width: 222px; float: left; margin: 0px 16px 15px 20px;" src="" /><strong>Editor :</strong> <br /><strong>Online ISSN :</strong> 2395-1907<br /><strong>Print ISSN :</strong> 2231-6043<br /><strong>Frequency :</strong> Biannual<br /><strong>Publisher/s :</strong> Informatics Publishing Limited and Justice K. S. Hegde Institute of Management</p> <p>Nitte Management Review was started in the year 2007 and is published twice a year, in July and December. Both print and on-line versions are brought out. We will be happy to consider scholarly articles in both functional areas of management as well inter-functional and multidisciplinary works. We accept both conceptual and empirical pieces. The Journal also publishes one or more book reviews and a case study in every issue. The journal invites reputed academicians, industry leaders and practitioners to be on the Editorial Board and the Panel of Reviewers.</p> <p><span style="color: blue;">The Journal is Indexed in i-Scholar, J-Gate Plus, Google Scholar.<br /><a href="" target="blank"><img src="" alt="" width="160" height="77" /></a><a href="" target="blank"><img src="" alt="" width="160" height="77" /></a><a href=";view_op=list_hcore&amp;venue=dsrh74Bjgo8J.2020" target="_blank" rel="noopener"><img src="" alt="" /></a><br /></span></p> Recognition, Disclosure and Management of Credit Risk in Banking: Credit Impairment Model 2020-12-21T13:02:08+00:00 V. P. Sriraman T. V. Kalyan In the background of increasing stressed assets in the banking sector, regulators around the globe are looking into the possibility of adapting different credit impairment models by the banks. This paper details the problem and the recognition, disclosure and proper management of credit risk in Indian banking sector by taking into account the development of credit impairment models as detailed by FASB, IASB, IFRS and Ind AS. 2020-12-22T00:00:00+00:00 Copyright (c) 2020 Sriraman Parthasarathy, Kalyan TV Manifestation of Self-interest Transcendence: The Role of Team Transformational Leadership and Workplace Spirituality 2020-12-21T13:02:09+00:00 K. P. Nandan Prabhu Modem Roopa The purpose of this paper is to examine the impact of team transformational leadership on ‘spirit at work', an individual-level construct of workplace spirituality. Further, this paper seeks to know the moderating role of organizational spiritual climate in the relationship between team transformational leadership and ‘spirit at work'. Furthermore, this paper has examined how the notion of self-interest transcendence acts as the connecting theme among these constructs. This paper has examined the theoretical and empirical evidences relating to the nature of relationships among team transformational leadership, spirit at work and spiritual climate. There exists theory-based empirical justification to build a model of workplace spirituality by positing team transformational leadership as an antecedent of ‘spirit at work', the construct that captures individual experiences of spirituality at workplace. Articulation of the relationship between team transformational leadership and ‘spirit at work,' an individual-level construct of workplace spirituality and discussion on theoretical evidences that point towards the moderating role of organizational spiritual climate in the association between team transformational leadership and ‘spirit at work' are the contributions of this paper. Inspiring potential of super-ordinate goals, motivational potential of transformational leadership behaviors of team members, and the need for verification of identities of organizational members are discussed. Future research should attempt to articulate the limitations inherent in the conceptualization of workplace spirituality and therefore, attempt to thus provide fresh perspectives of the same so as to integrate the sense of sacred in workplace conceptualization of spirituality. 2020-12-22T00:00:00+00:00 Copyright (c) 2020 Nandan Prabhu Implications of Complexity Theory for Organizational Design 2020-12-21T13:02:11+00:00 Surendra Dixit K. Sankaran The business world is experiencing change at an unprecedented rate and this state of turbulence is characterized by heightened volatility, uncertainty, complexity and ambiguity, popularly called VUCA. Organizations are not only bracing to take on the challenges posed by this environment, but are also evolving new practices that can help them thrive in these times. These new practices, however are a definite departure from existing, established organization principles. In this paper, we take a critical look at these existing principles of management as articulated by Urwick and propose that Complexity Theory shows the promise to enable us to come up with new principles that are attuned to the practices of today's successful organizations. We further substantiate this perspective with the help of two short case studies. 2020-12-22T00:00:00+00:00 Copyright (c) 2020 Surendra Dixit Human Resources in Information Technology: Best Practices for Talent Retention in High-Performing Information Technology Organizations in India 2020-12-21T13:02:12+00:00 Badrinarayan Srirangam Ramaprasad K. P. Nandan Prabhu Lakshminarayanan Sethumadhavan P. Yogesh Pai Against the backdrop of the key issue of ‘talent retention' that IT organizations increasingly experience in today's competitive business environment, the authors motivated by the desire to get deeper insights on how IT organizations manage their IT professionals in general and software engineers in particular, embarked upon a qualitative field study for this research endeavor. This approach was adopted to identify Human Resource (HR) practices that were most widely operationalized by IT organizations to curb the issue of voluntary turnover among software engineers by augmenting favorable employee attitudes. Accordingly, the findings of this study offer in-depth insights on the 11 HR practices and the key attributes and themes that organizations take into consideration while designing and implementing these HR practices. The findings further offer implications for managers to operationalize these HR practices for effective talent management. 2020-12-22T00:00:00+00:00 Copyright (c) 2020 Badrinarayan Srirangam Ramaprasad Reverse Consumer Preference from Global Brands to Local Brands in the Soft Drink Industry 2020-12-21T13:02:13+00:00 Shilpa Praveen India as a nation is still being exposed to global brands in the soft drinks industry though multinational players have had a good hold on the market for the past two decades. While Indian consumers are still experiencing benefits of globalization in the last few years, a new trend has emerged where these consumers are showing reverse preference to local brands as well. Reverse consumer preference does not imply rejection of global brands or acceptance of local brands alone. However, this does imply that there is a new love or loyalty being displayed towards a local brand. This phenomenon is being supported by the fact that local players are reporting higher growth rates compared to global giants in the soft drink market. Strong affinity that a consumer displays towards the culturally rooted flavors is not affected by exposure to wide array of global brands or inducement through promotion. That local brands are getting more attention could be on the account of two factors. Either local brands with global flavors are coming up displacing global brands or the preference of people towards local flavors are being capitalized upon by local suppliers which global players are unable to match. The implications of such a distinction are important. If the former is true, what is at play is some form of reverse engineering on the product that local players are able to undertake outwitting the global player. If the latter is true it is an indication that global players are providing some form of demonstration effects to the local counterparts in distribution, promotion etc. but with different flavors altogether. What this would mean is that in the former case there is brand substitution whereas in the latter case there is flavor substitution. Both these phenomena could also be occurring simultaneously. 2020-12-22T00:00:00+00:00 Copyright (c) 2020 Shilpa Praveen