International Journal of Administration and Management Research Studies (IJAMRS)
The International Journal of Administration and Management Research Studies (IJAMRS) is a prestigious academic publication that provides a platform for cutting-edge research and scholarly work in the fields of business administration, management, and leadership. This prestigious journal has established itself as a valuable resource for academics, researchers, and practitioners, with a strong emphasis on quality and a mission to enhance the understanding of administrative and managerial practices. This journal adheres to the guidelines, policies and ethical standards prescribed by the UGC-CARE. With a global reach and a diverse group of contributors, IJAMRS offers an engaging compilation of perspectives and insights on the latest trends, developments, and innovations in the field. Every edition presents a captivating and thought-provoking exploration of the complexities and challenges that contemporary organizations face. It covers a wide range of topics, from cutting-edge theoretical frameworks to their practical application in real-life situations. This journal adheres to the policies and ethical standards prescribed by the UGC-CARE. Through the implementation of a rigorous double-blind peer-review system, the journal maintains the highest standards of quality and integrity in all published works. This commitment fosters a culture of intellectual inquiry and academic excellence. By fostering a vibrant community of specialists and practitioners, the International Journal of Administration and Management Research Studies promotes collaboration and dialogue, enriching the discourse and expanding knowledge in the field. Come along on an exciting adventure of uncovering new knowledge and delving into the depths of research with the International Journal of Administration and Management Research Studies. The platform creates an environment for scholarly exchange and intellectual engagement, where new ideas are encouraged to flourish and transformative insights are born. Welcome to a vibrant and dynamic academic community, where the pursuit of knowledge and the commitment to excellence converge to create a world of boundless opportunities. Title International Journal of Administration and Management Research Studies (IJAMRS) Frequency Quarterly ISSN (Online) 3107-9695 ISSN (Print) 3139-1761 Publisher Eduschool Academic Research and Publishers Chief Editor Prof. (Dr.) Biju John M Copyright Eduschool Academic Research and Publishers Starting Year 2025 Subject Administration and Management Language English Publication Format Online & Print Phone No 0484-2929383 Email Id ijamrs@eduresearchpublication.com,info@eduresearchpublication.com Website www.eduresearchpublication.com Address Eduschool Academic Research and Publishers Airport Road, Nayathode Kavala, Angamaly -683572, Kerala, India
Eduschool Academic Research and Publishers
The forthcoming issue of the International Journal of Administration and Management Research Studies (IJAMRS) presents a compelling collection of scholarly contributions that collectively advance contemporary understanding of public administration in an era defined by complexity, uncertainty, and rapid transformation. The articles featured in this issue reflect a strong theoretical grounding combined with robust empirical inquiry, offering innovative frameworks and actionable insights for both academics and practitioners.
Copyright (c) 2026 https://creativecommons.org/licenses/by/4.0
Enhancing Organizational Performance through Transformational Leadership: A Strategic Model for Public Administration
Transformational leadership has emerged as a pivotal driver of organizational performance in public sector institutions navigating complex and rapidly evolving environments. This study undertakes a systematic examination of the relationship between transformational leadership behaviors and organizational performance outcomes in public administration contexts, integrating institutional theory, resource-based view (RBV), and path-goal theory within a unified conceptual framework. Through a mixed-methods research design encompassing a structured literature synthesis, a conceptual model development, and an analysis of archival case evidence drawn from 14 public sector organizations across South and Southeast Asia (2018-2025), findings indicate that visionary leadership communication, intellectual stimulation, individualized consideration, and idealized influence constitute critical antecedents to organizational performance gains. Moderating effects of organizational culture and public sector bureaucratic rigidity were identified and theorized. The study contributes a novel Strategic Transformational Administration Model (STAM) to the scholarly literature and offers actionable implications for public administration practitioners, policymakers, and human capital development programs. Limitations, future research directions, and policy recommendations are discussed.
A Systematic Review of Strategic Human Resource Management and Organizational Effectiveness in Public Institutions
The relationship between strategic human resource management (SHRM) and organizational effectiveness has been extensively theorized and empirically investigated within private sector scholarship, yet its translation to public sector institutions remains theoretically fragmented and methodologically heterogeneous. This article presents a systematic review of 102 peer-reviewed studies published between 2002 and 2025, synthesizes cumulative evidence on SHRM-effectiveness linkages in public sector contexts, and proposes an integrated Public Sector SHRM Effectiveness Framework (PS-SHRMEF). Drawing on configurational theory, social exchange theory, and the ability-motivation-opportunity (AMO) model, the framework identifies five SHRM practice bundles-talent acquisition, performance management, learning and development, employee voice, and work-life integration-as principal antecedents of organizational effectiveness. Mediating roles of human capital quality, organizational commitment, and innovation behavior are theorized and evidenced. Moderating effects of civil service regulatory environments and organizational size are incorporated. Findings reveal that internally consistent, externally aligned SHRM configurations generate multiplicative effectiveness gains when mediated by employee commitment and human capital quality. Implications for public sector HR policy reform, civil service modernization, and managerial practice are elaborated. Limitations and future research priorities are identified.
Organizational Resilience and Crisis Management in Public Administration: Building Adaptive Governance Capacity in an Age of Compounding Disruptions
Public administration systems globally are confronting an era of compounding, cascading disruptions - from pandemics and climate-induced disasters to geopolitical instability, fiscal shocks, and the systemic risks of accelerating technological change. In this context, organizational resilience has emerged as a central imperative for public institutions, yet scholarly understanding of how government organizations build, sustain, and deploy resilience capacity remains theoretically fragmented and empirically thin relative to the practical urgency of the challenge. This article develops the Adaptive Governance Resilience Framework (AGRF), a theoretically integrated, empirically grounded model of organizational resilience in public administration contexts. The AGRF is developed through a systematic review of 96 peer-reviewed studies (2003-2025) and validated through cross-case analysis of institutional responses to seven major crisis events across fifteen government organizations in Asia, Europe, and Africa. Drawing on complexity theory, organizational learning theory, and the crisis management literature, the AGRF identifies absorptive capacity, adaptive capacity, and transformative capacity as the three pillars of public sector resilience, specifying their antecedents, developmental pathways, and performance implications. Key findings reveal that transformative resilience - the capacity to reconfigure governance systems in response to crisis signals is the most consequential and least institutionalized capacity dimension in government organizations; that inter-organizational trust networks function as the most critical resilience infrastructure whose development cannot be deferred to the crisis response phase; and that governance structures characterized by excessive hierarchical rigidity systematically impede adaptive capacity while paradoxically providing the command clarity valued during acute crisis response. The article concludes with a structured policy agenda for building institutional resilience in public administration.
Knowledge Management and Organizational Learning in Public Administration: Toward a Knowledge-Driven Governance Model for the Twenty-First Century State
Knowledge has become a critical strategic resource in modern public administration, yet governments vary widely in their ability to effectively generate, share, and apply it. This article explores the relationship between knowledge management (KM) and organizational learning within public sector institutions and introduces the Knowledge-Driven Governance Model (KDGM) as an integrated framework. The model explains how governments can strengthen knowledge capabilities to improve policy outcomes, service delivery, and adaptability. The KDGM is based on a systematic review of 112 peer-reviewed studies (2001–2025) and a comparative analysis of 20 government organizations across 12 countries. It identifies six key knowledge capabilities: acquisition, articulation, codification, sharing, application, and renewal. These capabilities are linked to four governance outcomes: policy effectiveness, service innovation, organizational adaptability, and collaboration quality. The findings highlight several critical insights. First, tacit knowledge practical, experience-based knowledge is both the most valuable and the least effectively managed asset in public organizations. Second, bureaucratic silos significantly hinder knowledge flow and utilization. Third, communities of practice emerge as the most cost-effective tools for knowledge sharing, yet they receive limited institutional support. Finally, leadership plays a central role: leaders who actively promote knowledge-seeking and sharing behaviors are key to fostering a strong knowledge culture. The article concludes by proposing a policy agenda to enhance knowledge-driven governance, emphasizing investment in knowledge systems, institutional support for collaboration, and leadership development to build sustainable knowledge capacity in the public sector.
Ethical Leadership and Public Sector Integrity:Governance Frameworks for Combating Corruption and Rebuilding Institutional Trust
Corruption and failures of institutional integrity remain among the most persistent challenges in public administration worldwide. Beyond economic losses, these failures erode public trust, distort resource allocation, and disproportionately harm vulnerable populations. Although structural causes of corruption are well studied, the role of ethical leadership in fostering organizational integrity—and the governance frameworks needed to sustain it—remains insufficiently developed. This article addresses that gap through a systematic review of 109 peer-reviewed studies (2000–2025) and a comparative analysis of integrity governance frameworks across eighteen countries at varying income levels. Drawing on social learning theory, principal-agent theory, and virtue ethics, it proposes the Public Sector Integrity Leadership Framework (PS-ILF). This model identifies three interconnected pillars: ethical leadership behaviors, organizational integrity systems, and institutional accountability structures. Findings show that ethical leadership most effectively promotes integrity by shaping organizational culture rather than relying solely on compliance mechanisms. Whistleblower protection emerges as the most influential institutional factor supporting integrity. The study also finds that transparency alone does not ensure accountability; meaningful outcomes depend on strong investigative and enforcement capacity. Furthermore, anti-corruption strategies focused primarily on punitive measures tend to be less effective over time than those emphasizing values-based culture building. The article concludes by outlining a reform agenda aimed at strengthening ethical leadership, enhancing institutional safeguards, and aligning transparency with accountability. Together, these measures offer a more sustainable approach to promoting integrity across diverse public sector contexts.
Digital Transformation and Governance Innovation in Public Administration:Challenges, Enablers, and a Strategic Implementation Framework
Digital transformation has become a central strategic priority for public administration, reshaping citizen–government relationships, service delivery, and internal governance. Despite growing research and practice, a unified, evidence-based framework explaining how such transformation unfolds remains lacking. This study addresses that gap through a mixed-method approach, combining a systematic review of 118 peer-reviewed studies (2005–2025) with qualitative analysis of 16 government digital initiatives across Asia, Europe, and Sub-Saharan Africa. Drawing on institutional theory, dynamic capabilities theory, and technology adoption models, the study introduces the Public Sector Digital Transformation Framework (PS-DTF). This framework identifies six key enablers: technology infrastructure readiness, digital leadership capacity, data governance maturity, citizen-centric design, interoperability architecture, and change management capability. The findings highlight that leadership commitment and data governance maturity are both the most critical and the most underfunded components. Weaknesses in these areas often hinder successful transformation. The study also shows that digital exclusion emerges when citizen-centric design is approached purely as a technical issue rather than a broader social and political challenge. Additionally, institutional pressures often drive governments to adopt digital technologies in ways that prioritize conformity over meaningful organizational change, resulting in a gap between stated strategies and actual outcomes. Overall, the study offers a theoretically grounded and empirically supported framework for understanding public sector digital transformation. It contributes to academic literature by integrating cross-national evidence and provides practical policy recommendations to help governments better manage the governance, inclusivity, and implementation challenges associated with digital transformation.
The forthcoming issue of the International Journal of Administration and Management Research Studies (IJAMRS) presents a robust collection of empirical and theoretical contributions that deepen our understanding of contemporary organizational dynamics, leadership practices, and strategic management in an evolving global context. The studies assembled in this volume collectively examine how organizations and institutions enhance performance, adaptability, collaboration, and sustainability amid rapid structural, technological, and social change.
The Role of Leadership Styles in Fostering Teacher Collaboration and Educational Innovation: A Comprehensive Review of Urban and Rural School Contexts
This review article examines the complex interrelationships between leadership styles, teacher collaboration, and educational innovation across urban and rural school contexts. Drawing on multiple theoretical frameworks including transformational leadership theory, distributed leadership theory, situational leadership theory, social capital theory, and innovation diffusion theory, this review synthesizes existing research to understand how different leadership approaches influence collaborative practices and innovative outcomes in diverse educational settings. The analysis reveals that while substantial research exists on educational leadership, significant gaps remain in understanding contextually responsive leadership practices that effectively foster collaboration and innovation across the urban-rural divide. This review identifies key contextual factors that moderate leadership effectiveness, discusses the mechanisms through which leadership influences teacher behavior, and proposes directions for future research. The findings have important implications for educational policy, leadership development, and school improvement initiatives aimed at promoting equitable educational outcomes regardless of geographical location.
Leadership Styles and Employee Engagement in Remote Work Environments: A Post-Pandemic Analysis
The COVID-19 pandemic fundamentally altered workplace dynamics, with remote work becoming a permanent fixture for many organizations. This research examines the relationship between different leadership styles and employee engagement levels in remote work environments through a mixed-methods approach involving 320 employees and their managers across various industries. The study reveals that transformational leadership demonstrates the strongest correlation with employee engagement (r = .78, p < .001), with teams led by transformational leaders showing 111% higher engagement scores compared to those with laissez-faire leaders. The findings provide crucial insights for leaders navigating the new paradigm of distributed work, with 47% of transformational leadership's effect operating through mediating mechanisms including team cohesion, work-life balance, and remote work adaptation.
Corporate Social Responsibility and Financial Performance: A Meta-Analysis of Stakeholder Theory Applications
The relationship between corporate social responsibility (CSR) and financial performance has been a subject of extensive debate in management literature. This meta-analysis synthesizes findings from 87 empirical studies published between 2015-2024, examining the CSR-financial performance relationship through the lens of stakeholder theory. The analysis reveals a positive and significant relationship (r = .310, 95% CI [.274, .345]) between CSR activities and financial performance, with organizations moving from low to high CSR performance experiencing 12-19% performance improvements. Environmental CSR showed the strongest relationship (r = .358), while financial services demonstrated the highest industry-specific correlation (r = .408). The meta-regression analysis explains 28.7% of variance in effect sizes, with comprehensive CSR measurement, longitudinal study design, and institutional quality emerging as key moderators. The findings support stakeholder theory predictions while highlighting the importance of strategic CSR implementation for value creation.
Transformational Leadership and Organizational Performance: A Multi-Sector Analysis of Leadership Practices and Outcomes
This study examines the relationship between transformational leadership practices and organizational performance across multiple sectors including manufacturing, healthcare, financial services, and technology. Employing a mixed methods research design, data were collected from 156 organizations encompassing 312 senior managers and 2,847 employees through surveys, interviews, and analysis of organizational performance metrics. The research investigated four dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Findings reveal statistically significant positive correlations between transformational leadership and multiple performance indicators including employee engagement, innovation output, customer satisfaction, and financial performance. The study identifies organizational culture and industry context as significant moderating variables influencing the leadership-performance relationship. Results demonstrate that organizations with leaders exhibiting high transformational behaviors achieved 23 percent higher employee engagement scores and 18 percent greater innovation metrics compared to organizations with predominantly transactional leadership approaches. The research contributes theoretical insights regarding the mechanisms through which transformational leadership influences organizational outcomes and offers practical implications for leadership development and organizational effectiveness initiatives.
Strategic Human Resource Management Practices and Organizational Competitive Advantage: An Empirical Investigation of the HR-Performance Linkage
This empirical study examines the relationship between strategic human resource management practices and organizational competitive advantage, investigating mechanisms through which HR systems contribute to superior organizational performance. The research employed a longitudinal design spanning three years, collecting data from 218 organizations across manufacturing, service, and technology sectors through HR executive surveys, employee questionnaires, and analysis of financial performance indicators. The study examined high-performance work systems encompassing selective staffing, extensive training, performance-based compensation, participation programs, and employment security provisions. Findings reveal that organizations implementing comprehensive high-performance work systems achieved significantly higher levels of employee productivity, innovation, and financial performance compared to organizations with traditional HR approaches. The research identifies human capital development, organizational commitment, and operational flexibility as critical mediating mechanisms linking HR practices to organizational outcomes. Results indicate that the bundled implementation of complementary HR practices produces synergistic effects exceeding the sum of individual practice impacts. The study contributes theoretical insights regarding the HR-performance relationship and offers practical guidance for organizations seeking to leverage human resource management as a source of sustainable competitive advantage.
Organizational Change Management Strategies and Employee Resistance: A Mixed Methods Investigation of Implementation Success Factors
This mixed methods study investigates the relationship between change management strategies and employee resistance during organizational transformation initiatives. The research examined 84 change initiatives across 52 organizations, collecting quantitative data through surveys of 1,456 employees and 168 change leaders, complemented by qualitative interviews with 96 participants. The study assessed multiple dimensions of resistance including cognitive, affective, and behavioral components, examining how various change management approaches influenced resistance levels and ultimate implementation success. Findings reveal that participative change strategies incorporating employee involvement, transparent communication, and adequate support resources significantly reduced resistance levels compared to directive approaches. Organizations employing comprehensive change management strategies achieved 67 percent higher implementation success rates than those using ad hoc approaches. The research identifies trust in leadership, perceived organizational support, and change self-efficacy as critical mediating variables linking change management practices to resistance outcomes. Results demonstrate that resistance, while often viewed negatively, can provide valuable feedback when managed constructively. The study contributes theoretical insights regarding the psychological mechanisms underlying resistance and offers practical guidance for change leaders seeking to navigate organizational transformations successfully.
In a world reshaped by digital transformation, global disruptions, and accelerating economic change, the study of administration and management has never been more crucial. This issue of the International Journal of Administration and Management Research Studies (IJAMRS) brings together a set of research articles that respond to these realities with depth, clarity, and evidence-driven insight.
Copyright (c) 2025 https://creativecommons.org/licenses/by/4.0
The Impact of Digital Transformation on Organizational Performance in Small and Medium Enterprises
This study examines the relationship between digital transformation initiatives and organizational performance in small and medium enterprises (SMEs). Through a quantitative analysis of 250 SMEs across various industries, this research identifies key digital transformation factors that significantly impact business performance metrics. The findings reveal a strong positive relationship (r = .69, p < .001) between digital transformation and organizational performance, with high-maturity digital organizations demonstrating 26.8% better overall performance compared to their less digitally advanced counterparts. The results suggest that strategic implementation of digital technologies, coupled with organizational readiness, leads to improved operational efficiency, customer satisfaction, and financial performance.
The Middle-Income Trap: Evidence from Indian States and Cross-Country Comparisons
This paper investigates the middle-income trap phenomenon using panel data from Indian states (2000-2024) and cross-country evidence from 95 countries over five decades (1970-2020). We employ threshold regression techniques and growth decomposition methods to identify distinct growth dynamics at different income levels. We find evidence that countries and Indian states face systematic growth slowdowns when reaching $8,000-$15,000 GDP per capita (2015 PPP). The trap is characterized by declining returns to capital accumulation, inability to compete in low-cost manufacturing, and insufficient innovation capacity. Among Indian states, only five of twelve middle-income states successfully transitioned to high-income status, while nationally India remains trapped at upper-middle-income levels. Key determinants of escape include education quality, innovation capacity, export sophistication, and institutional quality.
Copyright (c) 2025 Rahul Thampi R (Author) https://creativecommons.org/licenses/by/4.0
Supply Chain Resilience Strategies in the Era of Global Disruptions: Lessons from the COVID-19 Pandemic
The COVID-19 pandemic exposed critical vulnerabilities in global supply chains, highlighting the need for enhanced resilience strategies. This research examines supply chain resilience practices adopted by multinational corporations during and after the pandemic through a comprehensive case study analysis of 45 organizations across manufacturing, retail, and technology sectors. The study reveals that organizations with high resilience capabilities demonstrated 307% better ROI on resilience investments and recovered 195% faster than low-resilience counterparts. Key resilience strategies include supply base diversification, digital supply chain integration, and agile response mechanisms, with high-resilience organizations experiencing only 12.3 days of production downtime compared to 52.7 days for low-resilience organizations. The findings provide a framework for building robust supply chains capable of withstanding future disruptions.
E-Governance and Democratic Participation: How Digital Platforms Are Reshaping Public Administration
This empirical study examines how digital governance platforms influence citizen engagement and democratic participation in public administration processes. Through systematic analysis of publicly available datasets, including the OECD Digital Government Index, UN E-Government Survey data, and peer-reviewed empirical studies, this research investigates the relationship between e-governance implementation and democratic participation outcomes. The study employs a mixed methods approach, analyzing quantitative data from 35 OECD countries (2020-2024) and synthesizing findings from 116 digital participation tools identified in recent systematic reviews. Results indicate that digital governance platforms significantly enhance citizen engagement opportunities, with countries scoring higher on digital government indices showing 23% greater citizen participation rates. However, the study reveals persistent challenges including digital divides, accountability gaps, and limited feedback mechanisms. The research contributes empirical evidence to the growing body of literature on digital democracy while identifying critical areas for policy intervention to maximize the democratic potential of e-governance systems.
Cultural Competency as Management Skill: Effectiveness Measures in Global Organization Leadership
This study examines cultural competency as a critical management skill and its effectiveness measures in global organizational leadership contexts. Through analysis of established theoretical frameworks and publicly available datasets, this research investigates how cultural intelligence (CQ) functions as a measurable competency that predicts leadership effectiveness in multicultural organizational environments. The study reviews the four-factor Cultural Intelligence Scale (CQS) developed by Ang et al. (2007) and examines its application across diverse organizational contexts using data from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project and Gallup World Poll datasets. Results demonstrate that cultural competency, specifically measured through metacognitive, cognitive, motivational, and behavioral dimensions, significantly correlates with key organizational performance indicators including team effectiveness, employee satisfaction, and cross-cultural adaptation success. The findings suggest that organizations can systematically assess and develop cultural competency in leaders through evidence-based measurement frameworks, with implications for global leadership development programs and multinational organizational effectiveness strategies.
It is with great enthusiasm that we present the next issue of the International Journal of Administration and Management Research Studies (IJAMRS). This volume brings together a collection of research contributions that reflect the evolving dynamics of leadership, organizational design, technological integration, and crisis management in contemporary management practice. The articles provide both theoretical advancement and practical guidance for scholars, practitioners, and policymakers navigating today’s complex and rapidly changing business environment.
Human-AI Collaborative Management: Measuring Effectiveness in Hybrid Decision-Making Teams
This study examines the measurement of effectiveness in human-AI collaborative management within hybrid decision-making teams. Using publicly available datasets including chess decision-making data (n=100), CoAuthor collaborative writing interactions (n=63), and Amazon Mechanical Turk team performance data (n=125), we employed mixed-methods analysis to identify key performance indicators and factors contributing to optimal human-AI collaboration. Our findings reveal that team efficacy is significantly influenced by decision-making style, AI transparency, and task allocation strategies. Autocratic decision-making styles negatively impact team effectiveness (OR=1.85), while collaborative approaches show improved performance outcomes (OR=3.48). The research contributes to organizational behavior theory by establishing a framework for measuring human-AI collaborative effectiveness and identifying critical success factors for hybrid decision-making teams. Implications for management practice include the need for adaptive leadership styles, transparency-enhanced AI systems, and structured collaboration protocols in human-AI teams.
Building Antifragile Organizations: A Framework for Crisis-Responsive Management Systems
This paper develops a comprehensive framework for building antifragile organizations that not only survive crises but benefit from them. Drawing from Taleb's concept of antifragility and recent organizational resilience literature, this research synthesizes theoretical foundations with empirical insights to propose a crisis-responsive management framework. Through analysis of publicly available organizational data and systematic review of recent academic research, we identify four core dimensions of organizational antifragility: adaptive capacity, redundancy management, stress exposure optimization, and learning acceleration. The framework provides practical guidance for managers seeking to transform their organizations from merely resilient to antifragile, enabling them to gain strength from disruption rather than simply bouncing back. Findings from recent studies suggest that antifragile organizations exhibit superior long-term performance and competitive advantage in volatile environments. This research contributes to organizational theory by bridging resilience and antifragility concepts while offering actionable insights for crisis management practitioners.
Real-Time Performance Analytics: How Data-Driven Management Is Reshaping Employee Evaluation
This paper examines the transformation of employee evaluation systems through real-time performance analytics and data-driven management approaches. The research question explores how continuous performance monitoring technologies and analytics reshape traditional performance management paradigms, examining their effectiveness, implementation challenges, and organizational implications. Through theoretical analysis supplemented by examination of publicly available datasets including the IBM HR Analytics Employee Attrition and Performance dataset, Human Resources datasets from Kaggle, and engagement survey data, this study reveals that real-time performance analytics significantly enhance feedback timeliness, reduce evaluation bias, and improve employee engagement. However, implementation faces challenges including technological integration complexity, employee privacy concerns, and organizational resistance to change. The findings suggest that organizations adopting continuous performance management systems demonstrate improved retention rates, with companies like Adobe reporting 30% reductions in voluntary turnover. This research contributes to performance management theory by establishing a framework for understanding how technological advancement reshapes human resource practices and provides practical implications for organizations considering transition from traditional annual review systems to continuous feedback models.
Beyond the Home Office: How Remote Work Technologies Are Permanently Restructuring Organizational Hierarchies
The COVID-19 pandemic accelerated a fundamental transformation in organizational structures through the widespread adoption of remote work technologies. This empirical study examines how remote work technologies are permanently restructuring organizational hierarchies by analyzing publicly available datasets from the U.S. Bureau of Labor Statistics, Fortune 500 company performance data, and organizational structure surveys from 2019-2024. Using a mixed-methods approach combining quantitative analysis of productivity metrics and qualitative assessment of structural changes, this research investigates three key research questions: How have remote work technologies altered traditional management hierarchies? What is the relationship between remote work adoption and organizational flattening? What are the long-term implications for middle management roles? Results indicate that organizations with higher remote work adoption rates show 23% flatter hierarchical structures, 31% reduction in middle management layers, and 18% increased span of control for senior managers. The study reveals that remote work technologies serve as catalysts for permanent organizational restructuring rather than temporary adaptations. These findings have significant implications for organizational design, management theory, and future workforce planning, suggesting that the shift toward flatter, more distributed organizational structures represents a fundamental paradigm change rather than a temporary pandemic response.
The Role of Emotional Intelligence in Transformational Leadership: A Study of Corporate Leaders
This study examines the relationship between emotional intelligence (EI) and transformational leadership (TL) among senior corporate leaders across multiple industries. While previous research has established correlations between these constructs, questions remain about their precise relationship and contextual factors that may influence it. Through a mixed-methods approach combining psychometric assessments of 218 executives with qualitative interviews of 42 high-performing leaders, this research identifies specific emotional intelligence competencies that most strongly predict transformational leadership behaviors. The study finds that relationship management and social awareness dimensions of emotional intelligence have the strongest associations with transformational leadership (β = 0.47, p < 0.001; β = 0.39, p < 0.001, respectively), while self-awareness and self-management show moderate correlations. Additionally, the research reveals that the EI-TL relationship is moderated by organizational culture, industry context, and leadership experience. Transformational leaders with high emotional intelligence demonstrate superior ability to navigate organizational change, inspire diverse teams, cultivate psychological safety, and sustain leadership effectiveness during crises. The findings contribute to leadership theory by illuminating mechanisms through which emotional intelligence enables transformational leadership and offer practical implications for leadership development, succession planning, and executive education. This research provides a nuanced understanding of how emotional competencies translate into effective leadership behaviors in contemporary corporate environments.
Copyright (c) 2025 Aswani T D (Author) https://creativecommons.org/licenses/by/4.0
It is with great enthusiasm that we present the inaugural issue of the International Journal of Administration and Management Research Studies (IJAMRS). This launch marks a significant milestone in our commitment to fostering rigorous and impactful scholarship that advances understanding in the fields of administration and management across diverse organizational and societal contexts.
Bridging the Divide: How Leadership Approaches Shape Teacher Collaboration and Innovation in Rural versus Urban Educational Settings
This paper examines how leadership approaches differentially impact teacher collaboration and innovation across rural and urban educational contexts. Using a comparative case study methodology informed by distributed leadership theory, the research investigates how school leaders navigate distinctive contextual challenges to foster collaborative professional cultures. Data from semi-structured interviews with 40 school leaders and 120 teachers across 20 schools reveals that while urban school leaders tend to implement more formalized collaborative structures with explicit innovation protocols, rural school leaders leverage strong community connections and informal networks to achieve similar outcomes through different mechanisms. The findings suggest that effective leadership approaches must be contextually responsive rather than universally prescribed, with rural settings benefiting from community-embedded leadership and urban settings from structured boundary-spanning leadership. This research contributes to educational leadership theory by illuminating how contextual factors mediate the relationship between leadership approaches and teacher collaboration outcomes, with implications for leadership preparation programs and professional development initiatives.
Green Innovation Practices and Organizational Performance: A Cross-Industry Analysis
This study examines the relationship between green innovation practices and organizational performance across multiple industries. Despite growing attention to sustainability in business operations, there remains significant uncertainty about how specific green innovation practices translate into measurable organizational benefits. Through a mixed-methods approach incorporating survey data from 312 firms across manufacturing, service, and technology sectors, this research identifies key green innovation practices and evaluates their impact on financial, operational, and environmental performance metrics. Results demonstrate that proactive environmental strategy, eco-design integration, and sustainable supply chain management positively correlate with improved organizational performance, with the strength of these relationships moderated by industry type, firm size, and regulatory context. The findings reveal that firms implementing comprehensive green innovation frameworks achieve 18-23% higher return on investment compared to industry peers, alongside substantial improvements in operational efficiency, brand value, and environmental impact reduction. This research contributes to sustainability management literature by establishing empirical links between specific green innovation practices and multidimensional performance outcomes, providing a foundation for strategic decision-making in organizational sustainability initiatives. The cross-industry analysis further illuminates how contextual factors shape the effectiveness of green innovation practices, offering insights for tailored implementation across diverse business environments.
Dynamic Capabilities and Digital Business Transformation: A Sectorial Analysis
This study examines the relationship between dynamic capabilities and digital business transformation across different industry sectors. Despite growing recognition of dynamic capabilities' importance in enabling digital transformation, there remains limited understanding of how these capabilities vary across sectors and how such variations influence transformation outcomes. Through a mixed-methods approach combining survey data from 284 organizations across manufacturing, financial services, healthcare, and retail sectors with 42 in-depth executive interviews, this research investigates sector-specific patterns in dynamic capabilities development and their impact on digital transformation success. Findings reveal significant cross-sectoral variations in the configuration, development, and deployment of sensing, seizing, and reconfiguring capabilities. Manufacturing firms demonstrate stronger technology sensing capabilities but face challenges in organizational reconfiguration; financial services organizations excel in digital opportunity seizing but struggle with legacy system constraints; healthcare entities show robust sensing capabilities yet face regulatory and institutional barriers to reconfiguration; and retail companies exhibit strong customer-centric sensing but experience challenges in technical capability development. The research further identifies critical enablers and barriers to dynamic capability development in digital contexts across sectors, including leadership vision, organizational structure, resource allocation patterns, and external ecosystem engagement. These findings contribute to both theoretical refinement of the dynamic capabilities framework in digital settings and practical guidance for executives navigating sector-specific transformation challenges.