Associate Professor Ashish Malik

© 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.

© 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.

© 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.

© 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.

© 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.

© 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.

© 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.

© 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.

© 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.

© 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.

© 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.

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.