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Synopses

STRESS AND ORGANISATIONAL CITIZENSHIP BEHAVIOURS IN INDIAN BUSINESS PROCESS OUTSOURCINGORGANISATIONS

Ajay K. JAIN and Cary L. COOPER

The study is aimed at investigating thestrength of the relationship of organisationalstress with organisational citizenshipbehaviours (OCBs). In organisationalbehaviour literature, stress has showna negative impact on job satisfaction,commitment, performance etc. However,we were unable to locate any study thatwould have examined the relationshipbetween organisational stress and OCBs inthe Indian BPO sector, which is a highly workrelated stress prone industry. Hence, thestudy is aimed to examine the impact oforganisational stress dimensions on different

forms of OCB in the BPO industry in India.Based on organisational role theory andsocial exchange theory, it was hypothesisedthat stress will have negative relationshipswith various forms of OCBs. The sampleconsisted of 402 operator level employees inbusiness process outsourcing organisations.The data were collected in the nationalcapital region. Stress was measured throughASSET (a stress screening questionnaire,Cooper, 1997) which had eight dimensions.OCBs were measured through the OCBquestionnaire which was standardised inIndian work conditions and had eleven

dimensions (Jain, 2003). The analyticalapproach using multiple regression analysisaimed at investigating how differentdimensions of stress were associated withthe dimensions of OCB. Results of regressionanalysis showed the differential impact ofstress on different dimensions of OCB. Thefindings have important implications formanagers and organisations from theorganisational development interventionpoint of view; for example, high stress workconditions may reduce the chances of roleincumbents’ involvement in acts ofcitizenship behaviours.

INTERVIEW

IN CONVERSATION WITH FASHION ARTISTE MANISH ARORA

J. RAMACHANDRAN and Shubha PATVARDHAN

“In Conversation with Fashion Artiste ManishArora” traces the journey of Manish Arora,one of India’s most critically acclaimedfashion designers. Having opted out of thefamily business, Arora discovered himselfand his vocation at the National Institute ofFashion technology, New Delhi, and set outto launch his own fashion label. BrandManish Arora, recognised by its trademarkcolours and embroidery, is today retailed atsome of the top fashionable stores in theworld as well as at Arora’s own stores inIndia. Now a regular feature at Paris FashionWeekdthe Mecca of Fashion, Arora hasbeen hailed as one of India’s most promising

fashion designers in the internationalfashion circuit by top fashion journalists.Arora’s journey of over a decade and a halfis captured in five sections: In search ofexpression traces Arora’s formative years,his entry into fashion school where hediscovered his calling, his apprenticeshipyears, his partnership with DeepakBhagwani and his landmark show at IndiaFashion Week. Discovering fashiondescribes Arora’s debut at London FashionWeek, his experience with learning theropes of the international fashion circuitand his entry into Paris; Brand Manish Aroracaptures the evolution of what is now

considered Arora’s trademark style andprofiles a typical Manish Arora customer.The business of fashion outlines thebusiness end of Arora’s creationsdthecreation of a collection, the birth of fashiontrends and the partnership with SalesAgents and Buyers. Finally, Fashion forwardcaptures the challenges that confront Aroraas he aspires to create an internationalfashion brand.The accompanying section Fashioninga business delineates the experiences ofDeepak Bhagwani, Arora’s businesspartner, in managing and growing thebusiness.

ROUND TABLE

STRATEGY TO USHER IN THE NEXT PHASE OF GROWTH IN THE INDIAN IT INDUSTRY

Narendra M. AGRAWAL, Rajesh PANDIT and Divya MENON

The Indian IT and ITES industry has growntremendously since the economic reforms ofthe early 90s, contributing over $88 billionto the country’s export revenue andcreating employment for over 10 millionpeople. While the industry has offereda spectrum of low end services like dataentry and managing of legacy systems andapplications, as well as high end services

like business intelligence and analytics, andbusiness-technology consulting, the growthof the industry has largely been enabled bythe availability of skilled and economicalmanpower. In this scenario, revenue growthmeans proportional increase in headcount.With the industry having attained significantscale, questions are being raised on theviability of this model for future growth.

Talent scarcities and the law of diminishingreturns are some of the elements that aredriving these discussions. Further,customers, now better educated and moreknowledgeable, are demanding higher valuefor money. Technological advances are alsomounting pressure on the current paradigm.Cloud computing is seen as a significantdisruptive force to the current services