
Associate Professor Ashish Malik
Associate Professor
Newcastle Business School (Employment Relations and Human Resource Management)
- Email:ashish.malik@newcastle.edu.au
- Phone:(02) 434 84133
Ashish Malik
The work of Associate Professor Ashish Malik allows the global business community to better understand – and retain – a young and mobile workforce.
Ashish's academic qualifications, training and professional experience lie in the field of Human Resources Management (HRM) and Industrial Relations. His novel approach to solving people management problems delivers high-quality, peer-reviewed research, which has both academic and practical impacts.
Although his methods and processes can be applied to any number of international human resource management processes, the bulk of Ashish's research is focused on knowledge-intensive services industries in India and Australia.
“I am particularly interested in looking at the impact of leadership and management practices, including HRM practices, in creating a social and relational context for achieving high performance and innovation for the business, as well as looking at the enablers and barriers for the same, at an individual – employee level,” Ashish explains.
“What leaders, managers and employees should do individually and collectively to achieve these goals is the current focus of my research.”
Shifting paradigms
The general orientation of Ashish’s research is international in scope. Recognition of his ability and research trajectory is manifested in his ongoing partnerships with several internationally renowned scholars with high citation scores, impactful outputs and big reputations.
A significant number of his research outputs and collaborations are international co-authorships with colleagues from Abu Dhabi, Belgium, China, Dubai, Germany, France, Hong Kong, India, Italy, Japan, Malaysia, , New Zealand and United Kingdom working on managing people in knowledge-intensive firms with a major focus on the ‘offshore outsourcing’ paradigm shifts.
Ashish has been deeply involved in the recognition of a new category of expatriates - “Yopatriates” – defined in his collaborative work as young, highly qualified and mobile, Generation Y (Gen Y) knowledge workers.
In contrast to traditional expatriates, Yopatriates typify non-traditional forms of expatriation wherein they seek short-term international assignments to suit their individual (internal, rather than organisational or external) career orientations of learning and travel.
“Better understanding of Generation Y expatriates or Yopatriates allows firms to better manage, retain and engage with these employee groups,” Ashish explains.
Another area of focus is closer to home.
Collaborating with colleagues at the Ourimbah Campus, Ashish and his colleagues were successful in securing a large NSW State Government grant on the topic of Smart Work Hubs (SWH) in NSW. The findings of the subsequent report highlight a huge positive impact on the regional NSW working population who access these hubs, echoed by increased flexibility, work-life balance and economic contributions to regional economies.
Balancing perspectives
By employing a multidisciplinary lens when examining obstacles within the field of human resource management and employment relations, Ashish explores novel explanations for long existing problems. This innovative approach to understanding international and strategic HRM has led to impactful research in the areas of work, organisational, product, process and business model innovations.
His multidisciplinary focus has helped Ashish create impact and sustained leadership within the field of HRM in three key thematic areas: International Human Resource Management (IHRM), strategy and innovation.
A master of team work, Ashish describes the renewed examination of existing problems using the simultaneous focus of several disciplines as ‘liberating’. He warns however that widening the aperture can be as much as a trap as only viewing a problem from the same old perspective.
“Sometimes, people also get trapped in disciplinary silos or conversely suffer from excessive multidisciplinary lenses- getting the right balance is a real skill”.
Fluent in both English and Hindi, Ashish studied in New Zealand and India. Since joining the University of Newcastle, Ashish has supervised/co-supervised several Honours, Masters, DBA and PhD students and won several teaching and learning awards at a Faculty, University and International level. He has authored/edited and co-authored/co-edited seven books.
“In the IT industry, high-end innovation relies on human capital development,” Ashish explains.
“These books explore the impact of strategic human resource management in managing people in knowledge intensive industries. This stream of research has examined a range of meso and micro-level outcomes through SHRM practices, such as business model innovation, organisational growth and managing slowdown as well as employee outcomes of innovation, well-being, resilience and job satisfaction for long-term advantages for organisations and its employees”.
Attracting investment
As successful Chief- or co-investigator in a number of domestic and international research grants, Ashish has attracted funding valued at more than $300, 000. Most recently, he has been a successful recipient of the Faculty’s Strategic International Collaboration Grant with colleagues in Newcastle Business School and Aston Business School, Aston University in the UK.
Ashish has also teamed up with A/Professor Nanadakumar from the Indian Institute of Management (IIMK) to win a significant competitive grant to look at Business Model Innovation in Social Enterprises – A Comparative Study of India and Australia.
This ongoing local and international investment is especially notable considering the general scarcity of funding for research in the area of Business and Management.
Ashish cites his insatiable quest for new knowledge and learning as his personal and professional motivation.
“I will continue to learn about the dynamic and volatile changes occurring in my field to further inform my teaching and research agendas, with the aim of achieving excellence in my disciplinary domain,” he says.
Ashish Malik
The work of Associate Professor Ashish Malik allows the global business community to better understand – and retain – a young and mobile workforce.
Career Summary
Biography
Ashish's academic qualifications, training and professional experience is in the field of Human Resources Management and Industrial Relations. Prior to joining the University of Newcastle, Ashish taught HRM and related courses at The Open Polytechnic of New Zealand, where he held a specialist management position of the Head of the Centre for Management and also served as the Discipline Leader (HRM) and Programme Leader (OP 7208 Graduate Diploma in HRM). Since joining the University of Newcastle, Ashish has supervised/co-supervised several Honours, Masters, DBA and PhD students and won several teaching and learning awards at a Faculty, University and International level.
Ashish has published in several A/A* journals and serves as an adhoc reviewer for several high-ranked A/A* journals including:
The Journal of Management, International Journal of Human Resource Management, Journal of Knowledge Management, Knowledge Management Research and Practice, Human Resource Management (USA), Omega, The Australian Journal of Management, International Journal of Manpower, Applied Psychology: An International Review, Social Identities, Journal of Business Research, Personnel Review and Asia-Pacific Journal of Management.
Research Expertise
Ashish's research is at the interface of strategy, HRM and innovation management in an international context. Most of Ashish's research is in knowledge-intensive services industries in India and Australia. Ashish's most recent contributions to the field of HRM include: 1) the application of the concept of business models to strategic HRM literature; 2) developing a new category of expatriates- Yopatriates- Generation Y Expatriates and contributed to the understanding of how Yopatriates should be managed in high-growth firms; 3) role of HRM in creating ambidextrous contexts in emerging markets such as India for delivering innovation outcomes and growth; and 4) departing from Hofstede's popular cultural dimensions, developing an intuitive and perhaps a relevant concept of "cultural singularities" of Indianness and exploring how this concept can be relevant learning approach in an intercultural training setting, especially for the effective management of expatriate and inpatriate movements in an international and cross-border business setting.
International Research Collaborations and Visiting Scholar/Professor Invitations
Ashish collaborates with a number of leading academics from the UK, New Zealand, Germany, China and India for his research. Ashish has also been a visiting scholar/professor at the following highly ranked international institutions and universities:
Visiting Professor at RIEB, Kobe University, Japan; University of Gottingen, Gottingen, Germany; Pforzheim University, Pforzheim , Germany; and University of Wollongong, Dubai, UAE.
Visiting Scholar at Aston University, Birmingham, UK; University of Portsmouth, UK; ESSEC, Paris, France; ALBA Business School, Athens, Greece; University of Cagliari, Cagliari, Italy; and The Indian Institute of Management, Kozhikode, India.
International Conference Invitations
Invitation from the Chair of Philippine's Civil Service Commission to present at the Annual HR Symposium of HRM Professionals in Philippine’s Public Service in July 2017.
Invitation to Chair a track for the IFKAD 2017 Conference in St. Petersburg, Russia, on the theme of Resilience and creativity of knowledge workers: Role of wellbeing and happiness in influencing creativity in June 2017 (Co-Chair Sagar Athota).
Invitation to Chair a track for the IFKAD 2016 Conference in Dresden Germany on the theme of Knowledge Integration and Disruptive change in Emerging Markets in June 2016 (Co-Chairs Rebecca Mitchell and Brendan Boyle).
Current projects
Current research projects focus on: 1) the role of HRM practices in developing innovative capacity and ambidexterity; 2) Smart working; 3) Business model innovation in social enterprises; and 4) Employee well-being, resilience, high-involvement work systems and its impact on innovation and performance.
Special Issues Review, Guest/Co-editing and Research Books
Ashish has co-edited and authored five research monographs with leading publishers such as Routledge, Palgrave Macmillan and Springer. In addition Ashish has served as a Guest editor for several journals including Social Identities (ERA 'A'), Culture and Organization (ABDC Rank B), International Journal of Employment Studies (ABDC Rank C)and Journal of Asia Business Studies (ABDC- Rank C).
Qualifications
- PhD, Victoria University of Wellington
- Master of Arts (Personnel Manage & Indus Rel), Tata Institute of Social Sciences - Mumbai - India
Keywords
- Human Resource Development
- Innovation and HRM
- International HRM
- Strategic Human Resource Management and Employment
Languages
- English (Fluent)
- Hindi (Fluent)
Fields of Research
Code | Description | Percentage |
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130299 | Curriculum and Pedagogy not elsewhere classified | 10 |
150305 | Human Resources Management | 80 |
150399 | Business and Management not elsewhere classified | 10 |
Professional Experience
UON Appointment
Title | Organisation / Department |
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Associate Professor | University of Newcastle Newcastle Business School Australia |
Academic appointment
Dates | Title | Organisation / Department |
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1/1/2014 - | Editorial Board - Jindal Journal of Business Research ( A Sage Publication) | Jindal Journal of Business Research (A Sage Publication) Australia |
1/1/2018 - 24/9/2018 |
Associate Editor (HRM)- Journal of Asian Business Studies Associate Editor (HRM) |
Journal of Asian Business Studies Australia |
31/7/2015 - 31/7/2020 | Co-Editor Palgrave Series in Global Human Capital Management | Palgrave Macmillan United Kingdom |
21/2/2018 - | Editorial Review Board- Asian Business and Management | Asian Business and Management United Kingdom |
26/7/2018 - |
Editor- Editorial Review Board- Journal of Knowledge Management (ABDC Rank A Journal) Journal of Knowledge Management |
Emerald Group Publishing Limited |
3/9/2018 - | Editor- Editorial Review Board- Journal of Business Research (OB/HRM) (ABDC Rank A Journal) | Elsevier Netherlands |
6/3/2020 - | Editorial Review Board Member | Human Resource Management Review Elsevier Netherlands Netherlands |
Membership
Dates | Title | Organisation / Department |
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1/1/2018 - 31/12/2020 | Executive Committee Member- Academy of Management's India Chapter- Indian Academy of Management | Indian Academy of Management- Academy of Management (USA) India Chapter Indian Academy of Management India |
Awards
Award
Year | Award |
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2020 |
DVC(A) Merit List Award Office of the DVC (A), The University of Newcastle, Australia |
2018 |
2018 Emerald Literati Award: Outstanding Reviewing for Evidence-based HRM: a Global Forum for Empirical Scholarship Emerald Publishing |
2018 |
Fellow of The Research Institute for Economics and Business Administration (RIEB) at Kobe University, Japan The Research Institute for Economics and Business Administration (RIEB) at Kobe University, Japan |
2016 |
Best Paper Award at IFKAD 2016 Conference in Germany INTERNATIONAL FORUM ON KNOWLEDGE ASSETS AND DYNAMICS (IFKAD) |
2012 |
Vice Chancellor's Citation for Outstanding Contributions to Student Learning University of Newcastle, Australia |
2011 |
Excellence in Postgraduate Coursework Teaching Faculty of Business and Law, The University of Newcastle |
2011 |
Best Professor in Human Resource Management CMO, Asia |
2009 |
Adult Learner Award The Open Polytechnic of New Zealand |
Prize
Year | Award |
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2005 |
AIRAANZ PhD Student Conference Registration Fees Award Association of Industrial Relations Academics of Australia and New Zealand (AIRAANZ) |
Recognition
Year | Award |
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2018 |
Certificate of Outstanding Contribution in Reviewing Journal of Business Research Elsevier |
Thesis Examinations
Year | Level | Discipline | Thesis |
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2019 | PHD | Business | The Role of Culture in Implementing Management Contracts within the Hotel Industry in Oman |
2019 | PHD | Business | A COMPARATIVE STUDY ON NON-PERFORMING ASSETS WITH REFERENCE TO PUBLIC SECTOR, PRIVATE SECTOR AND FOREIGN BANKS IN INDIA |
2017 | Masters | Business | Re-conceptualising Hirschman’s Exit, Voice & Loyalty model for contemporary organisational contexts |
Publications
For publications that are currently unpublished or in-press, details are shown in italics.
Book (7 outputs)
Year | Citation | Altmetrics | Link | |||||
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2019 |
Athota VS, Malik A, Managing Employee Well-being and Resilience for Innovation:
Evidence from Knowledge-intensive Service Industries, Palgrave Macmillan, Cham, Switzerland, 223 (2019) [A1]
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2018 |
Malik A, Human resource management and the global financial crisis: Evidence from India's IT/BPO industry, Routledge, Abington, Oxon, 169 (2018) [A1]
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2018 | Malik A, Strategic Human Resource Management and Employment Relations An International Perspective, Springer, 271 (2018) | |||||||
2015 |
Pereira V, Malik A, Investigating Cultural Aspects in Indian Organizations: Empirical Evidence, Springer Publishing, Switzerland, 204 (2015) [A3]
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2015 | Pereira V, Malik A, Human capital in the Indian IT/BPO industry, Palgrave Macmillan, London, 208 (2015) [A1] | |||||||
2015 |
Malik A, Rowley C, Business models and people management in the Indian IT industry: From people to profits, Routledge, Abingdon, UK, 239 (2015) [A3]
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Show 4 more books |
Chapter (19 outputs)
Year | Citation | Altmetrics | Link | ||
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2020 | Malik A, NR S, Budhwar P, 'Digitization, artificial intelligence (AI) and HRM', Human resource management: Strategic and international perspectives., Sage Publications Ltd, UK 88-111 (2020) | ||||
2018 | Malik A, 'The culture of growth: Transformational and transactional views - perspectives from the Indian IT industry.', Indian Management : Perspectives and Models, Bloomsbury, India, New Delhi 24-34 (2018) [B1] | ||||
2018 |
Athota VS, Malik A, '360-Degree Feedback at the Workplace: A Transformative Learning Perspective', The Cambridge Handbook of Instructional Feedback, Cambridge University Press, Cambridge, UK 313-322 (2018) [B1]
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2017 |
Malik A, Pereira V, 'Theorising Human Capital Formation for Innovation in India s Global Information Technology Sector', Human Capital and Innovation: Examining the Role of Globalization, Palgrave Macmillan, UK 221-249 (2017) [B1]
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2016 |
Malik A, 'The Role of HR Strategies in Change', Organizational Change Management Strategies in Modern Business, IGI Global, Hershey, PA 193-215 (2016) [B1]
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2016 | Malik A, Pereira V, 'India: a culture in transition', Indian Culture and Work Organisations in Transition, Routledge,, Abingdon, UK 1-13 (2016) [B1] | ||||
2016 | Pereira V, Malik A, 'Conclusion and future research directions', Indian Culture and Work Organisations in Transition, Routledge, Abingdon, UK 220-232 (2016) [B1] | ||||
2016 |
Shaw R, Malik A, 'Prolegomena to understanding Indian culture through Husserl's phenomenological lens', Indian Culture and Work Organisations in Transition, Routledge, Abingdon, UK 158-181 (2016) [B1]
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2015 |
Pereira V, Malik A, 'Culture in Indian organisations: Evidence-based research and practice', Investigating Cultural Aspects in Indian Organizations: Empirical Evidence, Springer, Cham, Switzerland 1-10 (2015) [B1]
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2015 |
Malik A, Pereira V, 'Culture research in India: Critical issues and future research opportunities', Investigating Cultural Aspects in Indian Organizations: Empirical Evidence, Springer, Cham, Switzerland 185-197 (2015) [B1]
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2015 |
Malik A, Nilakant V, 'Context and evolution of the Indian IT Industry', Business Models and People Management in the Indian IT Industry: From People to profits, Routledge, Abingdon, UK 15-34 (2015) [B1]
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2015 |
Malik A, 'Innovative people management approaches from three software research and product development firms.', Business Models and People Management in the Indian IT Industry: From People to profits., Routledge, Abingdon, UK 118-136 (2015) [B1]
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2015 |
Malik A, Blumenfeld S, 'Skills, strategy and people management in the IT industry', Business Models and People Management in the Indian IT Industry: From People to profits, Routledge, Abingdon, UK 35-57 (2015) [B1]
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2015 | Malik A, 'Innovative HR practices: Evidence from three IT software services organisations', Business Models and People Management in the Indian IT Industry: From People to profits., Routledge, Abingdon, UK 93-117 (2015) [B1] | ||||
2015 |
Malik A, Rowley C, 'Towards an integrated model of human capital development for business model innovation: Synthesis and new knowledge', Business Models and People Management in the Indian IT Industry: From People to profits, Routledge, Abingdon, UK 219-231 (2015) [B1]
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2015 |
Malik A, Rowley C, 'Profiting from people management practices: an introduction', Business Models and People Management in the Indian IT Industry: From People to profits, Routledge, Abingdon, UK 1-12 (2015) [B1]
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2013 | Malik A, 'Talk & Tally (A & B)', Human Resource Development, Pearson Education, French's Forest, N.S.W 452-464 (2013) [B2] | ||||
Show 16 more chapters |
Journal article (52 outputs)
Year | Citation | Altmetrics | Link | ||||||||
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2021 |
Pereira V, Patnaik S, Temouri Y, Tarba S, Malik A, Bustinza O, 'A longitudinal micro-foundational investigation into ambidextrous practices in an international alliance context A case of a biopharma EMNE', International Business Review, 30 (2021) © 2020 Elsevier Ltd This paper explores the development of an ambidextrous context in a rapidly growing emerging market multinational (EMNE), thus unbundling cultural and structur... [more] © 2020 Elsevier Ltd This paper explores the development of an ambidextrous context in a rapidly growing emerging market multinational (EMNE), thus unbundling cultural and structural complexities. We use the micro-foundational lens of ambidexterity to explore and identify different processes, structures and mechanisms that underpin the development of ambidextrous practices in the EMNE. We adopt a longitudinal case study design to trace the evolution of the EMNE, which during the initial phases of its existence focused on supplying industrial enzymes and refined its technical base. In subsequent years, it exploited its technical base to emerge as a full-fledged biopharmaceutical EMNE and adopted strategic partnerships with international companies to explore new knowledge. Our novel and rich research context also provides us with insights on how this EMNE exploited its technological knowledge, whilst utilizing strategic alliances to simultaneously engage in exploratory activities. Through the micro-foundational lens of ambidexterity, we uncover the critical role played by its leadership in addressing paradoxical tensions for simultaneously managing exploitation and exploration in an international strategic alliance context.
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2020 |
Pinna R, De Simone S, Cicotto G, Malik A, 'Beyond organisational support: Exploring the supportive role of co-workers and supervisors in a multi-actor service ecosystem', Journal of Business Research, 121 524-534 (2020) [C1] © 2020 Elsevier Inc. Customer engagement in a value co-creation processes is an attractive proposition for firms as it closely mirrors consumer needs, encourages their participati... [more] © 2020 Elsevier Inc. Customer engagement in a value co-creation processes is an attractive proposition for firms as it closely mirrors consumer needs, encourages their participation in service consumption, improves their perception and reduces uncertainty and risk. This approach emphasizes the centrality of interaction among different actors within an ecosystem. Despite the critical role frontline employees play in customer engagement and relationship processes in a multi-actor system, there is a limited understanding of the role of co-workers and supervisors¿ support in addition to organisational support for achieving high levels of employee and consequently customer engagement as well as reducing sales employees¿ intention to quit. Using structural equation modelling and analyzing 481 employees¿ data from an Italian retail chain, this paper analyses the impact of organisational and social support on employees¿ job satisfaction, work engagement and intention to quit. Implications for theory and practice in value co-creation process in a multi-actor system are also discussed.
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2020 |
Nguyen TM, Malik A, 'Cognitive processes, rewards and online knowledge sharing behaviour: the moderating effect of organisational innovation', Journal of Knowledge Management, 24 1241-1261 (2020) [C1]
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2020 | Laker B, Patel C, Malik A, Budhwar P, 'What to do when you become your friend s boss', Harvard Business Review, (2020) | ||||||||||
2020 | LAKER B, PATEL C, BUDHWAR P, Malik A, 'How Leading Companies Are Innovating Remotely', MIT Sloan Management Review: MIT's journal of management research and ideas, (2020) | ||||||||||
2020 | LAKER B, PATEL C, BUDHWAR P, Malik A, 'Job crafting: how managers can help to make jobs more satisfying', MIT Sloan Management Review, (2020) | ||||||||||
2020 |
Pereira V, Budhwar P, Temouri Y, Malik A, Tarba S, 'Investigating Investments in agility strategies in overcoming the global financial crisis - The case of Indian IT/BPO offshoring firms', Journal of International Management, (2020) © 2020 Elsevier Inc. Multinational enterprises (MNEs) in the information technology and business process outsourcing (IT/BPO) sector are at the forefront of technological disrupti... [more] © 2020 Elsevier Inc. Multinational enterprises (MNEs) in the information technology and business process outsourcing (IT/BPO) sector are at the forefront of technological disruption and change, which necessitates firms to remain agile and continuously innovate their business models. This paper investigates the investments made by IT/BPO MNEs in intangible assets and the role of encouraging management and leadership practices that supports the core tenets of strategic agility at a time when the global financial crisis (GFC) occurred. Using a two phase mixed methodology, that tests three key a priori themes, first, we examine to what extent the investments in intangible assets led to the development of strategic agility (SA), which in turn led to greater technological performance over the longitudinal period 2007¿2017. Second, we further shed light on the positive relationship between intangible assets and strategic agility by identifying which Indian IT/BPO groups (based on location and firm age) show greater technological performance and, third, how such groups translate deliberate investments in intangible assets that lead to SA and greater technological performance, as compared to other groups over time. Overall, our findings provide evidence that IT/BPO MNEs' past sustained investments in intangible assets paved the way for the IT/BPO MNEs to respond in an agile manner when the GFC hit.
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2020 |
Patnaik S, Pereira V, Temouri Y, Roohafinar M, Malik A, 'The Dance of Power and Trust- Exploring Micro-Foundational Dimensions in the Development of Global Health Partnership.', TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE, 156 120036-120050 (2020)
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2020 |
Lee YLA, Malik A, Rosenberger PJ, Sharma P, 'Demystifying the differences in the impact of training and incentives on employee performance: Mediating roles of trust and knowledge sharing', Journal of Knowledge Management, 24 1987-2006 (2020) [C1]
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2020 |
Athota VS, Budhwar P, Malik A, 'Influence of Personality Traits and Moral Values on Employee Well-Being, Resilience and Performance: A Cross-National Study', Applied Psychology: an international review, 69 653-685 (2020) [C1]
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2020 |
Garri M, Spicer LA, Pereira V, Temouri Y, Malik A, Tarba S, 'Building dynamic capabilities for high margin product development: a corporate control style perspective', International Studies of Management and Organization, 50 91-106 (2020) [C1] © 2019, © 2019 Taylor & Francis Group, LLC. This article contributes to the dynamic capabilities (DCs) literature by exploring the link between sensing, seizing and reconfig... [more] © 2019, © 2019 Taylor & Francis Group, LLC. This article contributes to the dynamic capabilities (DCs) literature by exploring the link between sensing, seizing and reconfiguring and firm performance defined as commercially successful high margin products development (HMPD). Our qualitative findings are based on semi-structured interviews conducted within a multinational telecommunication corporation. Our qualitative findings show that the sensing, seizing and reconfiguring aspects of DCs positively influence firm performance. Moreover, the level of positive influence of DCs on performance depends on the corporate control style (CCS) of the firm, since CCS directly affects the seizing and reconfiguring activities of DCs. CCS also regulates the link between sensing and seizing DCs activities and firm performance. We find evidence that there is no specific order in which the sensing, seizing, and reconfiguring activities occur. We also find that the identification of ¿Surge¿ and ¿Lurch¿events is a key channel for managers to enhance DCs in their firms.
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2020 |
Malik A, Sharma P, Pereira V, Temouri Y, 'From regional innovation systems to global innovation hubs: Evidence of a Quadruple Helix from an emerging economy', Journal of Business Research, (2020) © 2020 Despite the growing importance of regional innovation systems as agglomerations of firms and actors that possess technical, leadership and managerial endowments for innovat... [more] © 2020 Despite the growing importance of regional innovation systems as agglomerations of firms and actors that possess technical, leadership and managerial endowments for innovation and R&D activities, their impact on the evolution of global innovation hubs is still unclear. We address this gap by investigating the multiple influences of macro-, meso- and micro-level factors in the formation of global innovation hubs, using a comparative qualitative case study design with four MNEs operating in the Indian IT, pharma and healthcare sectors. We confirm the presence of ¿Communities of Practice¿ as a fourth strand in our conceptualization of a Quadruple Helix in the emerging markets context. We also discover the critical role played by the interactions among communities of practice members and meso-level investments in organizational capabilities, learning and relationship quality. Finally, we highlight the importance of managing trust and power dynamics among members of communities of practice in a global innovation hub.
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2020 |
Malik A, Budhwar P, Patel C, Srikanth NR, 'May the bots be with you! Delivering HR cost-effectiveness and individualised employee experiences in an MNE', International Journal of Human Resource Management, (2020) © 2020 Informa UK Limited, trading as Taylor & Francis Group. Using an in-depth qualitative case study design, focusing on a significant global technology consulting multina... [more] © 2020 Informa UK Limited, trading as Taylor & Francis Group. Using an in-depth qualitative case study design, focusing on a significant global technology consulting multinational enterprise¿s (MNEs) subsidiary in India, this research analyses interview, documentary and observational data for insights on the proliferation of artificial intelligence (AI) in human resource management (HRM). By developing HRM-focused, AI-enabled applications, the MNE improved HR cost-effectiveness and offered a hyper-personalised and individualised employee experiences. Employing the theoretical lenses of individualisation of HRM practices, AI-mediated social exchange, job signalling and person-organisation fit theories, this research explains employees¿ experience of HRM practices and its impact on their attitudes and behaviours. Ten interviews were conducted with global technology leaders, champions of innovation, senior HR leaders and employees, including those engaged in the design and implementation of HR-focused AI applications. Findings suggest the use of AI-enabled bots, virtual, digital and personal assistants for carrying out a range of HRM tasks, such as routine, analytical, interactional and communicative tasks involving employees. A diverse set of HRM-focussed AI applications operant at this MNE contributed to its HR cost-effectiveness and enhanced the overall employee experience, thereby resulting in improved levels of employee commitment, satisfaction and reduced employee turnover behaviour. Implications for research and practice are also discussed.
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2020 |
Malik A, Pereira V, Budhwar P, 'HRM in the global information technology (IT) industry: Towards multivergent configurations in strategic business partnerships', Human Resource Management Review, (2020) © 2020 Elsevier Inc. This paper responds to calls for theory development in relation to processual and meso-level explanations of ¿crossvergence¿ in strategic partnerships. It con... [more] © 2020 Elsevier Inc. This paper responds to calls for theory development in relation to processual and meso-level explanations of ¿crossvergence¿ in strategic partnerships. It contributes by reviewing the extant literature on convergence-divergence-crossvergence theory in the context of the global information technology (IT) industry and argues for the presence of ¿multivergence¿ or ¿multiple configurations of crossvergence¿ in an industry sector that relies extensively on strategic business partnerships. We posit and argue that the relevance of multivergence extends beyond the global and offshore IT industry to include strategic partnerships in offshoring in services and manufacturing firms. Overall, this paper identifies the processes and meso-level factors that lead to multivergence in IHRM practices and presents future research directions and ideas on this topic.
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2020 |
Malik A, Froese FJ, Sharma P, 'Role of HRM in knowledge integration: Towards a conceptual framework', Journal of Business Research, 109 524-535 (2020) [C1] © 2019 Elsevier Inc. Knowledge integration (KI) is a source of sustained competitive advantage for firms. This paper draws upon the knowledge-based view of the firm and ability-mo... [more] © 2019 Elsevier Inc. Knowledge integration (KI) is a source of sustained competitive advantage for firms. This paper draws upon the knowledge-based view of the firm and ability-motivation-opportunity framework to develop a theoretical and empirical model showing the role of human resource management (HRM) practices in achieving KI. Findings suggest three ability-enhancing practices (training and development, focused hiring, and knowledge questioning values), four motivation-enhancing practices (project-specific performance, competency-based performance management, project-based information dissemination, and information and knowledge sharing forums) and five opportunity-enhancing practices (team working, information and knowledge sharing, verticalisation of business, geographical information and knowledge sharing, and structural change) that facilitate KI. The paper concludes with managerial implications, directions for future research and the study's limitations.
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2019 |
Malik A, Pereira V, Tarba S, 'The role of HRM practices in product development: Contextual ambidexterity in a US MNC s subsidiary in India', International Journal of Human Resource Management, 30 536-564 (2019) [C1] © 2017, © 2017 Informa UK Limited, trading as Taylor & Francis Group. Recent studies have started exploring the linkages between organisational ambidexterity (OA) and HRM pr... [more] © 2017, © 2017 Informa UK Limited, trading as Taylor & Francis Group. Recent studies have started exploring the linkages between organisational ambidexterity (OA) and HRM practices. OA is noted as a critical resource in achieving product, process, and business model innovations. By adopting an inductive case study of a US MNC subsidiary in India, we found empowerment-focused HRM practices were being used for exploration of new ideas and efficiency-focused HRM practices were adopted for the exploitation of the organisation¿s existing strengths. Empowerment-focused HRM practices created a culture of openness and risk-taking, which facilitated the creation of an ambidextrous context. Further, ambidextrous learning was moderated by the adoption of a managerial/leadership style that focused on ¿mirroring competencies¿ between the parent operation and its subsidiary. HRM practices were aimed at developing behaviours that valued the team-based co-development of graphic processor designs by means of a ¿parallel processing¿ approach to product development. Additionally, the HRM practice of offering intrinsic employee rewards and both informal and formal training facilitated OA in delivering product innovation. This study represents a pioneering exploration of multiple levels of analysis (individual, functional, and organisational) for product innovation through the lenses of ambidexterity, innovation, and HRM practices. The implications for both theory and practice are also discussed.
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2019 |
Malik A, Sinha P, Pereira V, Rowley C, 'Implementing global-local strategies in a post-GFC era: Creating an ambidextrous context through strategic choice and HRM', Journal of Business Research, 103 557-569 (2019) [C1] © 2017 Elsevier Inc. This paper, through a multi case qualitative study design, explains how in times of economic adversity, such as the global financial crisis, adaptive firms fr... [more] © 2017 Elsevier Inc. This paper, through a multi case qualitative study design, explains how in times of economic adversity, such as the global financial crisis, adaptive firms from the Indian IT offshore outsourcing implemented several global and local human resource management (HRM) strategies for co-ordinating internal and external processes for managing growth. Applying the theoretical lenses of ambidexterity, HRM practices and the integration-responsiveness framework, the paper highlights the importance of strategic choices in achieving ambidexterity and how implementing certain capabilities and HRM practices creates an ambidextrous context. The implications for theory and practice are also discussed.
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2019 |
Pereira V, Temouri Y, Jones C, Malik A, 'Identity of Asian Multinational Corporations: influence of tax havens', Asian Business and Management, 18 325-336 (2019) [C1] © 2019, Springer Nature Limited. The sustained growth and importance of Asia as a hub of economic, social and political activity has attracted significant foreign direct investmen... [more] © 2019, Springer Nature Limited. The sustained growth and importance of Asia as a hub of economic, social and political activity has attracted significant foreign direct investment and opportunities for economies from the West and other parts of the world to invest in this fast growing region. Regional headquarters and global innovation hubs of large multinational corporations (MNCs) are evidence of an Asian century phenomenon. The proliferation of tax havens in the region or the use of tax havens by firms in the Asian region is no surprise. This is evidenced through a complex and systematic policy choice by power coalitions, to facilitate their interests as well as trade and growth in the region. This proliferation has also had an impact on the changing identity of Asian MNCs in Asia. In this paper, we highlight this new and pervasive trend by presenting findings from recent research in the region on the topic of tax havens and identities of Asian MNCs.
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2019 |
Nguyen TM, Nham TP, Froese FJ, Malik A, 'Motivation and knowledge sharing: a meta-analysis of main and moderating effects', Journal of Knowledge Management, 23 998-1016 (2019) [C1]
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2018 |
Sharma N, Boyle BP, Mitchell R, Malik A, Gray S, O'Mahony B, 'Leveraging the common and outsourcing the distinct: institutional difference and multinational company identity in emerging economies', Social Identities, 24 564-581 (2018) [C1]
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2018 |
Malik A, Pereira V, Budhwar P, 'Value creation and capture through human resource management practices: Gazing through the business model lens', Organizational Dynamics, 47 180-188 (2018) [C1]
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2018 |
Pereira V, Malik A, 'Colonial hangover? A case of multiple cross-cultural influences on Indian Railways', Social Identities, 24 293-311 (2018) [C1]
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2018 |
Pereira V, Malik A, 'Identities in transition: the case of emerging
market multinational corporations and its
response to glocalisation', Social Identities, 24 533-547 (2018) [C1]
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2018 |
Temouri Y, Pereira V, Jones C, Malik A, Rowley C, 'Towards a new corporate responsiblity and governance? Identity characteristics of Asia Pacific MNCs: Special issue of the Asia Pacific Business Review', ASIA PACIFIC BUSINESS REVIEW, 24 425-428 (2018)
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2018 |
Malik A, Bebenroth R, 'Mind your language!: role of language in strategic partnerships and post-merger integration', Journal of Global Operations and Strategic Sourcing, 11 202-223 (2018) [C1]
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2018 |
Oseghale R, Malik A, Nyuur R, Pereira V, Ellis F, 'Drivers of training and talent development:
insights from oil and gas MNCs in Nigeria', Human Resource Development International, 21 509-531 (2018) [C1]
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2018 |
Malik A, Ngo LV, Kingshott RPJ, 'Power, resource dependencies and capabilities in intercultural B2B relationships', Journal of Services Marketing, 32 629-642 (2018) [C1] © 2018, Emerald Publishing Limited. Purpose: This exploratory study aims to analyse the influence of organisational resources and capabilities on relationship quality and firm per... [more] © 2018, Emerald Publishing Limited. Purpose: This exploratory study aims to analyse the influence of organisational resources and capabilities on relationship quality and firm performance in the context of high-technology offshore outsourcing service vendors. Design/methodology/approach: Using a qualitative case study design, data from four offshore business process and information technology outsourcing firms were analysed. Findings: Findings highlight that resource dependence, cultural orientation and the vendor¿s resources and capabilities strengthen relationship quality and affect firm performance. Originality/value: The distinctive contribution of this study lies in identifying key organisational mechanisms that improve relationship quality and firm performance, as well as help to understand the adverse effects of ethnocentricity and power faced by vendors and subsidiaries within diverse intercultural contexts. Study limitations and future research directions, along with implications for theory and practice, are also discussed.
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2017 |
Mitchell RJ, Boyle B, O'Brien R, Malik A, Tian K, Parker V, et al., 'Balancing cognitive diversity and mutual understanding in multidisciplinary teams', Health Care Management Review, 42 42-52 (2017) [C1]
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2017 |
Ali F, Malik A, Pereira V, Al Ariss A, 'A relational understanding of work-life balance of Muslim migrant women in the west: Future research agenda', International Journal of Human Resource Management, 28 1163--1181 (2017) [C1]
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2017 |
Pereira V, Malik A, Froese F, 'Mapping the Impact of Asian Business Systems on HRM and Organisational Behaviour: Multi-level Comparative Perspectives.', Journal of Asia Business Studies, 11 253-261 (2017) [C1]
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2017 |
Pereira V, Malik A, Howe-Walsh L, Munjal S, Hirekhan M, 'Managing Yopatriates: A Longitudinal Study of Generation Y Expatriates in an Indian Multi-national Corporation', Journal of International Management, 23 151-165 (2017) [C1]
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2017 |
Blumenfeld S, Malik A, 'Human capital formation under neo-liberalism: the legacy of vocational education training in Australasia and implications for the Asia-Pacific region', Asia Pacific Business Review, 23 290-298 (2017) [C1] © 2017 Informa UK Limited, trading as Taylor & Francis Group. This appraisal considers the role and impact of vocational education and training (VET) in Australia and New Ze... [more] © 2017 Informa UK Limited, trading as Taylor & Francis Group. This appraisal considers the role and impact of vocational education and training (VET) in Australia and New Zealand, and suggests directions such policy might take in other Asia-Pacific countries. It identifies key issues and constraints in making VET more responsive to emerging labour market needs in the region as an important factor in sustaining high economic growth. It focuses on the way in which the demands of the government, industry, trainees, and, in particular, shifts in political ideology that have influenced the education and training sectors in both countries. It addresses points of specific relevance for the delivery of VET in the broader Asia-Pacific context and concludes with a consideration of lessons and experiences of Australia and New Zealand with VET that may hold for other countries in the region in formulating priorities and implementing strategies in meeting their current and emerging needs for skills development.
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2017 |
Malik A, Boyle B, Mitchell R, 'Contextual ambidexterity and innovation in healthcare in India: the role of HRM', Personnel Review, 46 1358-1380 (2017) [C1] © 2017, © Ashish Malik, Brendan Boyle and Rebecca Mitchell. Purpose: The purpose of this paper is to examine innovation in the resource-constrained context of India¿s healthcare i... [more] © 2017, © Ashish Malik, Brendan Boyle and Rebecca Mitchell. Purpose: The purpose of this paper is to examine innovation in the resource-constrained context of India¿s healthcare industry. It is argued that the process of innovation in addressing healthcare management challenges in such a context occurs through organisational ambidexterity and that human resource management (HRM) plays an important role. Design/methodology/approach: A qualitative research methodology is applied to explore the role of HR practices in facilitating contextual ambidexterity and subsequent innovations in healthcare in India. The unit of analysis is the ¿case¿ of healthcare providers in India and in-depth interview and documentary data in two case sites are analysed to reveal the role of HRM in facilitating contextual ambidexterity and innovation. Data analysis was undertaken first at a within-case and then at a cross-case analysis level using interpretive manual coding based on how the data explained the role of HRM in delivering innovative outcomes and supporting organisational ambidexterity. Findings: The authors found evidence of the use of sets of high-involvement HRM practices for exploration of new ideas and efficiency-driven HRM practices for creating contextual ambidexterity in the case organisations. Further, managerial/leadership style was found to play an important role in creating cultures of trust, openness, risk-taking and employee empowerment, supported by an appropriate mix of intrinsic and extrinsic rewards. Finally, training was also reported as being central to creating an ambidextrous context for delivering on various innovations in these healthcare providers. Originality/value: This study represents an exploration of innovation in the context of India¿s healthcare sector through intersecting literatures of ambidexterity, innovation and HRM practices. In light of the emerging economy research context, an important empirical contribution is palpable. Moreover, through a study design which included collecting data from multiple informants on the role of human resources in facilitating innovative outcomes, the authors reveal the role of HR-related initiatives, beyond formal HR practices in creating contextual ambidexterity. This study also reveals the degree to which contextual idiosyncrasies enhance our understanding of the role of HR in facilitating innovation in emerging economies.
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2016 |
Pereira V, Malik A, Sharma K, 'Colliding Employer-Employee Perspectives of Employee Turnover: Evidence from a Born-Global Industry', Thunderbird International Business Review, 58 601-616 (2016) [C1]
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2016 |
Malik A, Rosenberger PJ, Fitzgerald M, Houlcroft L, 'Factors affecting smart working: evidence from Australia', International Journal of Manpower, 37 1042-1066 (2016) [C1] © 2016, © Emerald Group Publishing Limited. Purpose: The purpose of this paper is to analyse data from the New South Wales Government¿s Pilot Programme of establishing Smart Work ... [more] © 2016, © Emerald Group Publishing Limited. Purpose: The purpose of this paper is to analyse data from the New South Wales Government¿s Pilot Programme of establishing Smart Work Hubs (SWHs) for enabling teleworking in two busy commuter corridors. The paper analyses the relationships between various firm, job and personal factors and the perceived value, attitudes and expected usage by users of the SWHs. Design/methodology/approach: Employing a cross-sectional survey design, the characteristics, values and attitudes of 117 SWH users were analysed using partial least squares (PLS) method of structural equation modelling (SEM). SEM-PLS approach is considered appropriate especially in prediction-based studies and to estimate an endogenous target construct. Findings: Results revealed that perceived SWH value significantly influenced attitude towards the SWH, which then had a significant influence on SWH usage intentions, with personal, job and firm factors also playing a role. Further analysis revealed four variables that significantly influenced the perception of family-value benefits (age, income, hub commute distance, work commute distance), however, there were none that significantly influenced the perception of work benefits. Research limitations/implications: The small sample size limits statistical inferences and generalisations to be drawn. Further, this paper also discusses how the low and uneven uptake of teleworking at a SWH raises several managerial and policy implications needing attention. Originality/value: To the best of the authors¿ knowledge, this is the first empirical study analysing the expected values, attitudes and usage intentions of teleworkers in a SWH context. This study adds to the emerging body of human resource management studies on an outward-looking approach. The novel context will provide a useful base for subsequent studies.
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2016 | Ismail M, Umar Baki N, Kamaruddin NAY, Malik A, 'Reverse Brain Drain: Career Aspirations of Malaysian Repatriates', Global Business and Management Research: An International Journal, 8 1-19 (2016) [C1] | ||||||||||
2016 |
Malik A, Nilakant V, 'Knowledge integration mechanisms in high-technology business-to-business services vendors', Knowledge Management Research & Practice, 14 565-574 (2016) [C1]
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2015 | Lafferty G, Malik A, 'Editorial commentary: Employment relations in today's India', International Journal of Employment Studies, 23 3-7 (2015) [C3] | ||||||||||
2015 | Pereira V, Malik A, 'EMPLOYMENT RELATIONS IN THE INDIAN RAILWAYS A STRONG TRIPOD?', International Journal of Employment Studies, 23 43-61 (2015) [C1] | ||||||||||
2015 |
Pereira V, Malik A, 'Making sense and identifying aspects of Indian culture(s) in organisations: Demystifying through empirical evidence', Culture and Organization, 21 355-365 (2015) [C1]
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2015 |
Laleman F, Pereira V, Malik A, 'Understanding cultural singularities of Indianness in an intercultural business setting', Culture and Organization, 21 427-447 (2015) [C1]
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2013 | Malik A, 'Connecting Work Design and Business Ecosystems: Fostering Innovation in Information Technology Firms', Journal of Economic and Social Policy, 15 1-23 (2013) [C1] | ||||||||||
2013 |
Malik A, 'Post-GFC people management challenges: A study of India's information technology sector', Asia Pacific Business Review, 19 230-246 (2013) [C1] This paper analyses the impact of the global financial crisis (GFC) on human resource management (HRM) practices in India's information technology (IT) industry. The findings... [more] This paper analyses the impact of the global financial crisis (GFC) on human resource management (HRM) practices in India's information technology (IT) industry. The findings support the presence of a hard approach to HRM. Despite the negative impact of the GFC, there was evidence of growth in certain IT services. The specific positive and negative impacts include firms' unethical and opportunistic behaviour in performance management, pay freezes, reduced billing and employee turnover rates, increased competition, addition of new service areas and improvisations to firms' business models. The short-term outlook for managers is to tread with caution. Implications for theory and practice are also discussed. © 2013 Copyright Taylor and Francis Group, LLC.
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2013 |
Malik A, 'Transcribe and Tally: Jugaad in action', Emerald Emerging Markets Case Study Collection, 1-8 (2013) [C3]
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2012 |
Malik A, Sinha A, Blumenfeld S, 'Role of quality management capabilities in developing market-based organisational learning capabilities: Case study evidence from four Indian business process outsourcing firms', Industrial Marketing Management, 41 639-648 (2012) [C1]
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2012 |
Malik A, Blumenfeld S, 'Six Sigma, quality management systems and the development of organisational learning capability: Evidence from four business process outsourcing organisations in India', International Journal of Quality and Reliability Management, 29 71-91 (2012) [C1]
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2012 | Malik A, Fitzgerald MG, 'Training and development at BPoland', Emerald Emerging Markets Case Studies, 2 1-13 (2012) [C3] | ||||||||||
2012 | Malik A, Fitzgerald MG, 'Teaching note for training and development at BPOLAND', Emerging Market Case Studies Collection, 2 1-5 (2012) [C2] | ||||||||||
2011 |
Malik A, Nilakant V, 'Extending the 'size matters' debate: Drivers of training in three business process outsourcing SMEs in India', Management Research Review, 34 111-132 (2011) [C1]
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Show 49 more journal articles |
Review (4 outputs)
Year | Citation | Altmetrics | Link | ||
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2016 |
Rowley C, Malik A, 'Online Learning (2016)
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2016 | Rowley C, Malik A, 'Blended Learning (2016) | ||||
2016 | Rowley C, Malik A, 'Organisation Development (2016) | ||||
Show 1 more review |
Conference (72 outputs)
Year | Citation | Altmetrics | Link | ||
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2020 |
Behmanesh I, Cunneen DJ, Malik A, 'Contextual Organisational Ambidexterity and Employee Innovative Behaviour: The Case of Australian Public Healthcare Services Sector', Business Theory and Practice Across Industries and Markets, Online (2020)
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2019 |
De Silva M, Malik A, Rosenberger III P, 'Advancing a conceptual framework for understanding the influence of talent management practices on employee responses: The mediation role of individual self-concept of talent', Proceeding of 33rd Annual Australian & New Zealand Academy of Management Conference, Cairns, Queensland, Australia (2019)
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2019 | Toffour J, Swetketu P, Malik A, 'The Quest for CSR amidst Institutional Changes: Mapping the Responsible and Irresponsible Practices within Ghana s Gold Mining Industry.', Copenhagen (2019) | ||||
2016 |
Malik A, Mitchell R, Boyle B, 'Innovating through contextual ambidexterity: case study of health care firms in India', Proceedings of the 11th International Forum on Knowledge Asset Dynamics, Dresden, Germany (2016) [E1]
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2016 |
Malik A, Rosenberger III P, Fitzgerald M, 'Transformative co-creation of value: the case of smart work hubs', Proceedings of the 6th ISPIM Innovation Symposium: Innovation in the Asian Century, Porto, Portugal (2016) [E1]
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2015 |
Malik A, Fitzgerald M, Rosenberger III PJ, Houlcroft L, 'The NSW Smart Work Hub Pilot: Preliminary findings on anticipated and actual well- being benefits', 2015 Sustainable HRM and Employee Well-Being: An International Research Symposium Book of Abstracts, North Sydney (2015) [O1]
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2015 | Blumenfeld S, Malik A, 'Employer-funded training in New Zealand: Evidence from the Survey of Working Life 2008 & 2012', Auckland (2015) [O1] | ||||
2015 | Howe-Walsh L, Pereira V, Malik A, 'Managing Yopatriates: A longitudinal study of Generation Y expatriates in an Indian MNC', Proceedings of the 57th Annual Meeting of the Academy of International Business - Global Networks: Organizations and People, Bengaluru, India (2015) [E3] | ||||
2015 | Ali F, Malik A, Pereira V, Al-riss A, 'A relational understanding of work-life balance of Muslim migrant women in the West: Challenges and opportunities', Warsaw, Poland (2015) [O1] | ||||
2015 | Laleman F, Pereira V, Malik A, 'Understanding cultural singularities of Indianness in an inter-cultural business setting', Proceedings of the 57th Annual Meeting of the Academy of International Business: Global Networks: Organizations and People, Bengaluru, India (2015) [E3] | ||||
2015 | Malik A, Budhwar P, Pereira V, 'HRM in the global information technology/business process outsourcing (IT/BPO) industry: Towards configurations of crossvergence.', Pennsylvania State (2015) [O1] | ||||
2015 | Budhwar P, Kundu S, Munjal S, Pereira V, Malik A, 'Innovating through emerging markets: Understanding national business systems and embeddedness', Vancouver (2015) [O1] | ||||
2015 |
Cullen A, Rosenberger III PJ, Malik A, Fitzgerald M, Kriz A, 'Understanding the Influence of Workplace Values on Generation Y s Attitude Towards Teleworking', 2015 ANZMAC Conference Proceedings, Sydney, Australia (2015) [E3]
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2014 | Blumenfeld S, Malik A, 'A Re-assessment of Employer-funded Training in New Zealand: Who Benefits and Who Does Not?', LEW Conference, Wellington (2014) [E3] | ||||
2014 |
Cullen A, Rosenberger III PJ, Malik A, Fitzgerald M, Kriz A, 'Advancing a conceptual model for understanding the influence of personal characteristics and values on Generation Y s attitude towards teleworking', ANZAM 2014 - Reshaping Management for Impact, Sydney, Australia (2014) [E1]
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2014 | Malik A, Pereira V, 'Investigating front line manager role in India s largest commercial employer', Abstracts. 28th Australia and New Zealand Academy of Management Conference, Sydney (2014) [E3] | ||||
2013 | Malik A, Pereira V, Budhwar P, 'Training: The Litmus Test to a Strategic Approach to High Performance Work Systems?', Strategic Management Society Book of Abstracts, Mohali, India (2013) [E3] | ||||
2013 | Malik A, 'Ambidexterity and Growth: In-depth Case Study of an Emerging Market Multinational', Strategic leadership: An emerging maket perspective. Book of Abstracts, Mohali, India (2013) [E3] | ||||
2013 | Malik A, Nilakant V, 'Knowledge Integration as a Driver of Growth: The Case of Indian IT Firms', Proceedings of the 3rd Biennial Conference of the Indian Academy of Management (IAM), IIM Ahmedabad (2013) [E1] | ||||
2013 | Pereira V, Sharma K, Malik A, 'Colliding Conflicting Perspectives: The rhetoric and reality of employee turnover- Evidence from the Indian BPO industry', Proceedings of the 3rd Biennial Conference of the Indian Academy of Management (IAM), IIM Ahmedabad (2013) [E1] | ||||
2012 | Malik A, George JA, 'Innovation championship - Agency and advocacy in Indian organizational context', Innovation Forum - India 2012, Mumbai, India (2012) [E3] | ||||
2012 | Malik A, 'Connecting work design and regional ecosystems: Fostering innovation in high-technology firms', SEGRA 2012 Conference Proceedings, Terrigal, Central Coast NSW (2012) [E3] | ||||
2012 | Malik A, 'Strategic role of training in MNC's: Case study evidence from India's Information Technology (IT) Industry', 26th AIRAANZ Conference, Surfers Paradise, QLD (2012) [E3] | ||||
2012 | Malik A, Blumenfeld S, 'Strategic choice and capability development in offshore software service and product development firms', ANZAM. Conference Program & Abstracts, Perth, WA (2012) [E3] | ||||
2012 | Malik A, Blumenfeld S, Nilakant V, 'Training determinants in software product and service firms', ANZAM. Conference Program & Abstracts, Perth, WA (2012) [E3] | ||||
2011 | Shaw R, Malik A, 'The phenomenology of union decision-making: A new way to enquire into reality', 25th Annual Australian and New Zealand Academy of Management (ANZAM) Conference: The Future of Work and Organisations, Wellington, NZ (2011) [E1] | ||||
2010 | Malik A, Sinha A, Blumenfeld S, 'Impact of quality management capabilities on developing market-based organisational learning capabilities: Case study evidence from four Indian business process outsourcing firms', 2010 Academy of Indian Marketing International Conference. Program, New Delhi, India (2010) [E3] | ||||
2010 | Malik A, Blumenfeld S, 'Temporal analysis of evolving organisational capabilities in Indias Information Technology (IT) sector', 2010 Academy of Management Conference, Montreal, Cananda (2010) [E3] | ||||
2010 | Malik A, Nilakant V, Woodsworth R, 'Impulsive itinerant and deliberate departer: Dominant pathways of employee turnover in IT firms', 2010 Academy of Management Conference, Montreal, Canada (2010) [E3] | ||||
Show 69 more conferences |
Other (7 outputs)
Year | Citation | Altmetrics | Link | ||
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2020 |
Owen C, Manning L, Malik A, Rosenberger III PJ, Cunneen D, Holzmüller H, 'Cyferlinx for coders: Hiring and performance assessment using an artificial intelligence tool.', Human resource management: Strategic and international perspectives. UK: Sage Publications Ltd (2020)
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2020 |
Behmanesh I, Cunneen D, Malik A, 'What drives organisational innovation capability and employee innovative behaviour in Australian public healthcare?', (2020) [O1]
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2014 | Malik A, Lafferty G, ''"It's the business model": Managerial Perspectives of employee turnover in the Indian IT industry'', ( pp.1-2): PERA (2014) [O1] | ||||
2014 | Malik A, Sinha P, 'How High Performing Indian IT Firms Achieve Structural Ambidexterity: The Integrated Role of HRM Architecture and Market Sensing Capabilities', ( pp.1-37). Auckland, New Zealand: University of Auckland (2014) [O1] | ||||
Show 4 more others |
Report (5 outputs)
Year | Citation | Altmetrics | Link | ||
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2017 |
Fitzgerald M, Malik A, Rosenberger III PJ, 'Smart Work Hubs: The benefits, potential demand and possible models: NSW Smart Work Hub Pilot Program: Final Report prepared by the UON Central Coast Smart Work Research Team, The University of Newcastle,
New South Wales, for the NSW Department of Industry.', NSW Department of Industry, 33 (2017)
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2017 |
Fitzgerald M, Malik A, Rosenberger III PJ, 'NSW Smart Work Hub Pilot Program: Interim Report Four, Report on the analysis of Australian Bureau of Statistics data and the cumulative survey data collected in the data collection periods to 30 June 2016', NSW Department of Industry, 51 (2017)
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2015 |
Fitzgerald MG, Malik A, Rosenberger III P, 'NSW Smart Work Hub Program: Interim Report', NSW Trade & Investment, 27 (2015) [O1]
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Show 2 more reports |
Thesis / Dissertation (1 outputs)
Year | Citation | Altmetrics | Link |
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2009 | Malik A, Factors influencing provision of enterprise training: A study of India's Information Technology (IT) sector., Victoria University of Wellington, New Zealand (2009) [T1] |
Grants and Funding
Summary
Number of grants | 8 |
---|---|
Total funding | $1,242,871 |
Click on a grant title below to expand the full details for that specific grant.
20201 grants / $900,000
The development of advanced Nanocarbon materials from coconut shell for energy and environmental applications$900,000
Funding body: Carbonova India Private Limited
Funding body | Carbonova India Private Limited |
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Project Team | Professor Ajayan Vinu, Doctor Thava Palanisami, Doctor Gurwinder Singh, Associate Professor Ajay Karakoti, Associate Professor Ashish Malik, Associate Professor Jiabao Yi |
Scheme | Research Grant |
Role | Investigator |
Funding Start | 2020 |
Funding Finish | 2023 |
GNo | G2000904 |
Type Of Funding | C3211 - International For profit |
Category | 3211 |
UON | Y |
20191 grants / $118,800
iLEAD Plus Global Leadership Experience in India$118,800
Funding body: New Colombo Plan Student Mobility Project, Australian Government
Funding body | New Colombo Plan Student Mobility Project, Australian Government |
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Project Team | Dr Ashish Malik, Ms Lauren Miles, UoN Global, Ms Simone Perry UoN Global |
Scheme | New Columbo Plan Mobility Grant |
Role | Lead |
Funding Start | 2019 |
Funding Finish | 2021 |
GNo | |
Type Of Funding | Aust Competitive - Commonwealth |
Category | 1CS |
UON | N |
20182 grants / $15,011
Business Model Innovation in Social Enterprises – A Comparative Study of India and Australia$10,011
Business Model Innovation in Social Enterprises – A Comparative Study of India and Australia- LGRP/2017/02.R1.
Funding body: Indian Institute of Management, Kozhikode, Kerala, India
Funding body | Indian Institute of Management, Kozhikode, Kerala, India |
---|---|
Project Team | MK Nandakumar and Ashish Malik |
Scheme | Large Grant Research |
Role | Investigator |
Funding Start | 2018 |
Funding Finish | 2019 |
GNo | |
Type Of Funding | External |
Category | EXTE |
UON | N |
Strategic Funding for Teaching and Learning$5,000
Funding body: University of Newcastle, Academic Division - Newcastle
Funding body | University of Newcastle, Academic Division - Newcastle |
---|---|
Project Team | Dr Ashish Malik |
Scheme | New Education Framework- 2018 Strategic Funding New course design and course/program enhancement |
Role | Lead |
Funding Start | 2018 |
Funding Finish | 2018 |
GNo | |
Type Of Funding | Internal |
Category | INTE |
UON | N |
20141 grants / $190,092
Smart Work Hub Pilot Program – Research services$190,092
Funding body: NSW Trade & Investment
Funding body | NSW Trade & Investment |
---|---|
Project Team | Associate Professor Martin Fitzgerald, Doctor Philip Rosenberger III, Associate Professor Ashish Malik |
Scheme | Research Project |
Role | Investigator |
Funding Start | 2014 |
Funding Finish | 2016 |
GNo | G1400931 |
Type Of Funding | C2210 - Aust StateTerritoryLocal - Own Purpose |
Category | 2210 |
UON | Y |
20131 grants / $7,838
Role of human resource management practices in developing innovative capacity: A study of innovative firms in India$7,838
Funding body: University of Newcastle
Funding body | University of Newcastle |
---|---|
Project Team | Associate Professor Ashish Malik |
Scheme | Early Career Researcher Grant |
Role | Lead |
Funding Start | 2013 |
Funding Finish | 2013 |
GNo | G1300597 |
Type Of Funding | Internal |
Category | INTE |
UON | Y |
20101 grants / $5,000
Training decision-making in India's IT sector$5,000
Funding body: University of Newcastle
Funding body | University of Newcastle |
---|---|
Project Team | Associate Professor Ashish Malik |
Scheme | New Staff Grant |
Role | Lead |
Funding Start | 2010 |
Funding Finish | 2010 |
GNo | G1000809 |
Type Of Funding | Internal |
Category | INTE |
UON | Y |
20051 grants / $6,130
Factors influencing provision of enterprise training: A study of India’s Information Technology (IT) sector$6,130
Funding body: The Open Polytechnic of New Zealand
Funding body | The Open Polytechnic of New Zealand |
---|---|
Project Team | Ashish Malik |
Scheme | from The Open Polytechnic of New Zealand’s Research Growth Fund |
Role | Lead |
Funding Start | 2005 |
Funding Finish | 2006 |
GNo | |
Type Of Funding | Internal |
Category | INTE |
UON | N |
Research Supervision
Number of supervisions
Past Supervision
Year | Level of Study | Research Title | Program | Supervisor Type |
---|---|---|---|---|
2018 | Professional Doctorate | The Influence Employee Personality Type has on Employee and Organisational Outcomes | Business & Management, University of Newcastle, Australia | Principal Supervisor |
2017 | Professional Doctorate | The impact of AMO (ability, motivation and opportunity) model on Knowledge sharing in family controlled businesses in Hong Kong clothing industry. | Human Resource Management, The University of Newcastle, Australia | Principal Supervisor |
2016 | Masters |
Critical success factors for speech language pathology (SLP) private practice (PP) in New Zealand Co-supervisor in Australia |
Speech Pathology, University of Auckland, New Zealand | Co-Supervisor |
2015 | Honours | Understanding the influence of workplace values on attitudes towards teleworking and subsequent behavioural intentions: A cross-generational investigation | Management & Commerce, Faculty of Business and Law, The University of Newcastle | Co-Supervisor |
2014 | Professional Doctorate | Business Ethics Education and Faculty Teaching Expertise: Are Business School Educators equipped, trained and capable to teach Normative Ethical Theory? | Management & Commerce, Faculty of Business and Law, University of Newcastle | Sole Supervisor |
2013 | Honours | Exploring the behaviours of innovation champions and champions of innovation in the Australian Public Service | Management & Commerce, Faculty of Business and Law, The University of Newcastle | Co-Supervisor |
2012 | Honours | Nursing Workforce Planning in the Hunter New England Area of NSW: Declining New Entrant Levels | Human Resource Management, Faculty of Business and Law, The University of Newcastle | Co-Supervisor |
News
Dr Ashish Malik Launches Books Internationally
July 17, 2015
Associate Professor Ashish Malik
Position
Associate Professor
ER and HRM
Newcastle Business School
College of Human and Social Futures
Focus area
Employment Relations and Human Resource Management
Contact Details
ashish.malik@newcastle.edu.au | |
Phone | (02) 434 84133 |
Office
Room | BO1.16 |
---|---|
Building | Business Offices |
Location | Ourimbah 10 Chittaway Road Ourimbah, NSW 2258 Australia |