Managing organization and business in Asia
| Date | 06 April 2020 |
| Pages | 141-142 |
| Published date | 06 April 2020 |
| DOI | https://doi.org/10.1108/JABS-04-2020-365 |
| Author | Sanjay Kumar Singh,Sanjaya Singh Gaur |
| Subject Matter | Strategy,International business |
Guest editorial
Sanjay Kumar Singh and Sanjaya Singh Gaur
Asian countriespresent an exciting business opportunitiesfor organizations across the
globe as they offer varied socio-economiccanvas to local, national and global firms
to be an integral part of Asia’s growth story (Budhwaret al., 2018;Purkayastha et al.,
2017;Singh and Gaur, 2018). At the same time,we witness huge variations in the structural
and cultural context in Asia, as it covers countries from being underdeveloped to those that
possess potential to emerge as world superpower. As a result, internal organizational
architecture and business strategies that work best in the western world need to be
reconfigured and implemented to suitwell with high-context Asian culture (Kaur et al.,2019;
Popli et al.,2016). The firms need to demonstrate capability to analyze the context-specific
nature of HRM in the region (Budhwar et al., 2018;Singh et al., 2019a,2019b), while
combining global integration and national responsiveness (Singh et al., 2019a,2019b)
across the Asian continent. Furthermore, the rise of China and India as emerging global
power centers has led to a shiftof the balance of power from Europe and the USA to Asia (De
Guzman et al.,2011) and many multinational enterprises (MNEs) have made Asia as their
operational base. Therefore, the aforementioned literature on business, organization is
significant. Asia suggests for the utmost need to examine and understand them in much
detail to successfully manage business and organization in Asian continent. It is in this
context, we believe that the papers publishedin this special issue on “Managing organization
and business in Asia” is a sincereattempt to fill in the existing gap in the literature and set up
future researchdirections.
The first paper, titled “CSR in the Lebanese banking sector: a neo-institutional
approach to stakeholders’ legitimacy” is contextualized in Lebanese context (CITE the
study). The study suggests that maximizing the shareholder value is critical, as i t
symbolizes firms’ intentions of being socially responsible and that the firms should stay
put with such a kind of CSR strategy. This study also suggests that firms religiously
communicate with their shareholders in a manner to attain their trust and make a further
push to CSR strategy.
The second paper, titled “The impact of patient recovery flexibility on service experience in
public healthcare” explains the relevance of patient recovery flexibility vis-a
`-vis experiences
related to varied services to the patients and their attendants in the public health-care
organization (CITE the study). Furthermore, the paper suggests that public health-care
organizations should engage in service innovation to create experiential value to their
customers.
The next paper titled “Transformational leadership style, followership, and factors of
employees’ reactionstowards organizational change” is on a contemporary topic,as it deals
with emerging issuesat workplace (CITE the study). The paper suggeststhe linkages among
leadership style, followership in the context of managing organizational change, and at the
same time set directionfor future research in this domain.
The penultimate paper titled “Workplace spirituality and employee loyalty: an empirical
investigation among Indian millennials” explains how workplace spiritualityinfluences loyalty
at workplace (CITE the study). Thispaper suggests theoretical and practical implications on
how organization should handle their millennials’ human resources to unleash theirpotential
for excellence at theworkplace.
Sanjay Kumar Singh is
based at the Department of
Business Administration,
Abu Dhabi University,
Abu Dhabi, United Arab
Emirates.
Sanjaya Singh Gaur is a
Clinical Professor of
Marketing in the Division of
Programs in Business at the
NYU School of Professional
Studies, New York
University, New York, USA.
DOI 10.1108/JABS-04-2020-365 VOL. 14 NO. 2 2020, pp. 141-142, ©Emerald Publishing Limited, ISSN 1558-7894 jJOURNAL OF ASIA BUSINESS STUDIES jPAGE 141
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