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Antecedents and Forms of Opportunism
in Interorganizational Relationships:
The Moroccan Context
--Mohammed Amine Balambo, Karim Benjelloun and Abdellah Houssaini
This paper aims to show how opportunistic behavior can be a determining factor in the failure of interorganizational relationships. On the theoretical side, the destructive nature of opportunistic behavior might disrupt the partnership agreements and may terminate the exchange relationship between the partners. The application of this proposition to the case of interorganizational relationship between Moroccan SMEs allows the authors to build a conceptual model specific to the Moroccan context and make 13 research proposals. Discussion of the results reveals the specific forms of opportunism under the Moroccan context, identifying its antecedents and validating research proposals. In addition, we conducted an empirical study based on a qualitative method with 40 SMEs. All data collected was analyzed using thematic content analysis. It appears that each history weakens interorganizational relationships and triggers a specific form of opportunism.
© 2014 IUP. All Rights Reserved.
Managing Constraints and Removing Obstacles
to Knowledge Management
--Sidharta Chatterjee
Practice of knowledge management is often characterized by obstacles to creation, distribution, and transfer of knowledge from specific groups of settings. Obstacles or constraints to attempts to constitute knowledge as an organizational resource have been previously dealt within the context of organizational learning perspectives; however, there still remain barriers toward making learning available and all-pervasive throughout organizations. This is often as a result of two important factors: (i) bureaucratic and hierarchical forms of organization; and (ii) owing to the situated and tacit character of knowledge. This paper is a result of theoretical exploration aimed at addressing these core issues, and proposes solutions to manage constraints and remove obstacles to knowledge management, as well as means to codify the tacit character of knowledge. The research offers a view that although it is reasonable to value knowledge in financial or economic terms, it is also important to consider the problems which make it difficult to extract and transfer knowledge within specific organizational settings. Addressing the issue of rising competitive pressure for innovation, this paper proposes several solutions to enable lateral flows of knowledge-sharing by overcoming the factors that affect acquisition of, and creation and distribution of knowledge across fluid social boundaries. © 2014 IUP. All Rights Reserved.
The Key Competencies of Project Leader Beyond the
Essential Technical Capabilities
--Krishnakumar D Pandya
The project leader is the architect of the project success. Project leadership competencies largely influence the project success. Research has shown that the project leader is one of the most important success factors of the projects. This paper aims to study and capture the project leader’s competencies beyond the essential technical capabilities in modern times through Thematic Analysis Method of qualitative research approach. To highlight the need for a new breed of project leaders, this paper discusses what could be the key competencies of project leadership beyond the essential technical capabilities. The study would assist corporate/firms to identify the key competencies of the project leader, so that corporate/firms can focus on identified competencies for new appointment/assignment of project leader or development of the existing project staff. © 2014 IUP. All Rights Reserved.
The Role of Emotional Intelligence
in Organization Development
--Sangeeta Yadav
In the fast changing corporate world, employees need to adapt themselves and their ways of working to organizational changes. Organizations are no longer dependent only on people who voice out their opinions. The management leadership has learnt the SMART way to evaluate the performance of an individual considering various dimensions and emotional intelligence. In an era of corporate diversity, emotional competence is the trait that is most needed. The understanding and creation of ideal self is the first step towards achieving emotional competence. The next important objective is taking stock of one’s real self, a balance sheet of one’s strengths and weaknesses. Emotional intelligence plays a prominent role in intelligent decision making. Goleman (2001) found that the emotionally competent individual encounters significantly less perceived stress than the emotionally incompetent. People have different abilities when it comes to dealing with emotions just like they have different abilities in language, logic, mathematics, music, etc. The ability to use one’s emotions in a positive and constructive way in relationship with others is emotional intelligence. To appraise people and to determine the capabilities of an individual, today’s leadership is banking on emotional intelligence. The present paper examines the role of emotional intelligence in the development of an organization. © 2014 IUP. All Rights Reserved.
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