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
It is with great pleasure that we present Volume 2, Issue 3 of the International Journal of Administration and Management Research Studies (IJAMRS). This issue brings together a collection of scholarly works that reflect the dynamic and evolving landscape of administration, management, organizational behaviour, and public governance. The articles featured herein offer valuable theoretical insights and practical implications for researchers, practitioners, policymakers, and academic communities seeking to understand and address the complex challenges of modern organizations.
Copyright (c) 2026 https://creativecommons.org/licenses/by/4.0
Organizational Culture, Employee Commitment, and Turnover Intention: A Study of the Banking Sector
Employee turnover imposes substantial costs on organizations, and understanding its antecedents is a persistent concern of management research and practice. This study examined the relationships among organizational culture, employee commitment, and turnover intention among employees in the banking sector in India, and assessed whether organizational commitment mediates the influence of culture on turnover intention. A quantitative, cross-sectional survey design was adopted, and data were collected from 310 bank employees using validated measures of organizational culture, organizational commitment, and turnover intention. The data were analysed using descriptive statistics, Pearson correlation, and hierarchical multiple regression, with mediation examined through the established causal-steps procedure. The results indicated that a supportive organizational culture was positively related to organizational commitment and negatively related to turnover intention, and that commitment was strongly and negatively related to turnover intention. Regression analysis showed that the relationship between culture and turnover intention was substantially reduced when commitment was entered, a pattern consistent with commitment mediating the influence of culture on turnover intention. The findings suggest that organizational culture reduces employees' intention to leave partly by strengthening their commitment to the organization. The study recommends the deliberate cultivation of supportive cultures and commitment-oriented human resource practices, and discusses implications for managers and human resource practitioners in the banking sector.
Collaborative Governance and Network Management in Public Administration: Designing and Sustaining Effective Multi-Stakeholder Partnerships for Complex Public Problems
Collaborative governance has become central to addressing complex public problems such as climate change, urban poverty, public health crises, and social exclusion. These “wicked” challenges require coordination across organizational, sectoral, and jurisdictional boundaries, bringing together actors from government, private, and civic spheres. Defined as the processes and structures that enable such cross-boundary engagement to achieve public purposes unattainable by single entities, collaborative governance is now a key paradigm in public administration. Despite extensive scholarship, important gaps remain. These include understanding when collaboration outperforms traditional hierarchical governance, identifying the management capabilities needed to sustain cross-boundary cooperation, and addressing accountability and legitimacy concerns in multi-stakeholder arrangements. This study addresses these gaps through a systematic review of 124 peer-reviewed studies (2000–2025) and comparative analysis of nineteen initiatives across thirteen countries. Drawing on network governance theory, transaction cost theory, and collaborative advantage theory, it proposes the Collaborative Governance Performance Framework (CGPF). This model identifies three core determinants of performance: network design principles, collaborative management capabilities, and institutional enabling conditions. Key findings show that trust is not a starting condition but develops through effective collaboration. Network orchestration emerges as the most critical yet scarce management capability. Accountability deficits represent the most significant governance risk, while unmanaged power asymmetries can distort outcomes. The study concludes by outlining a structured agenda for strengthening collaborative governance capacity, emphasizing the need for improved design, management, and institutional support to enhance effectiveness and legitimacy in addressing complex public challenges.
Occupational Stress and Employee Performance: The Moderating Role of Perceived Organizational Support in the Healthcare Sector
Occupational stress is a pervasive feature of contemporary work, particularly in demanding service settings, and its consequences for employee performance are a persistent concern for organizations. This study examined the relationship between occupational stress and employee performance among healthcare employees in India, and assessed whether perceived organizational support moderates this relationship. A quantitative, cross-sectional survey design was adopted, and data were collected from 305 healthcare employees using validated measures of occupational stress, perceived organizational support, and job performance. The data were analysed using descriptive statistics, Pearson correlation, and moderated hierarchical regression, with the interaction between stress and support tested and interpreted through simple slope analysis. The results indicated that occupational stress was negatively related to performance, that perceived organizational support was positively related to performance, and that support significantly moderated the stress-performance relationship. Consistent with a buffering effect, the negative association between stress and performance was weaker among employees who perceived greater organizational support. The findings suggest that perceived organizational support attenuates the harmful influence of occupational stress on performance. The study recommends the strengthening of organizational support systems and stress-management practices, and discusses implications for managers and human resource practitioners in the healthcare sector, where stress is high and sustained performance is critical.
Determinants of Employee Retention in the Retail Sector: A Study of Compensation, Career Development, and Work Environment
Employee retention is a persistent challenge in the retail sector, where high turnover imposes substantial costs and disrupts service. This study examined the influence of three human resource determinants, namely compensation, career development, and work environment, on employee retention among retail employees in India, and assessed their relative contributions. A quantitative, cross-sectional survey design was adopted, and data were collected from 320 retail employees using validated measures of compensation satisfaction, career development opportunities, work environment, and intention to stay. The data were analysed using descriptive statistics, Pearson correlation, and multiple linear regression. The results indicated that all three determinants were significantly and positively related to retention, and that together they explained a substantial proportion of the variance in the intention to stay. Career development opportunities emerged as the strongest predictor, followed by compensation and work environment. The findings suggest that, while pay remains important, opportunities for growth and a supportive work environment are also central to retaining retail employees. The study recommends a balanced retention strategy that combines competitive compensation with clear career pathways and a positive work environment, and discusses implications for managers and human resource practitioners in the retail sector, where the retention of frontline staff is critical to performance.
Impact of Transformational Leadership on Employee Engagement and Job Satisfaction in the Information Technology Sector: A Survey Study
Leadership is widely regarded as a critical driver of organizational outcomes, yet the processes through which particular leadership styles influence employee attitudes require continued examination, especially in knowledge-intensive settings. This study examined the impact of transformational leadership on employee engagement and job satisfaction among employees in the information technology sector in India. A quantitative, cross-sectional survey design was adopted, and data were collected from 285 IT professionals using validated measures of transformational leadership, employee engagement, and job satisfaction. The data were analysed using descriptive statistics, Pearson correlation, and multiple linear regression. The results revealed significant positive relationships between transformational leadership and both engagement and job satisfaction, and between engagement and job satisfaction. Regression analysis indicated that transformational leadership and employee engagement together explained a substantial proportion of the variance in job satisfaction, with engagement emerging as the stronger predictor, and the pattern of results was consistent with engagement partially mediating the influence of leadership on satisfaction. The findings suggest that transformational leadership enhances job satisfaction partly by fostering employee engagement. The study recommends the development of transformational leadership capabilities and engagement-oriented human resource practices, and discusses implications for managers, human resource practitioners, and organizations operating in competitive technology markets.
Decentralised Governance and the Delivery Of Social Security Benefits
Democracy is the most widely accepted form of government, guaranteeing the direct participation of the people in the political process. The 73rd Constitutional Amendment strengthened administrative federalism by encouraging the devolution of administrative and financial powers from the states to local bodies, and the Panchayat Raj Institutions proved crucial in carrying out the state’s social security programmes, not least during the COVID-19 pandemic. This paper examines the effectiveness of local self-government (LSG) institutions in delivering social security benefits, drawing on a primary survey of 615 beneficiaries and non-beneficiaries across grama panchayats, municipalities and corporations in the Kozhikode district of Kerala. The survey shows that elected ward members are the single most important source of information about social security schemes, that a clear majority of respondents regard LSG institutions as at least somewhat effective in delivery, and that delay, in both the selection of beneficiaries and the disbursement of benefits, is overwhelmingly the most common criticism. Respondents call above all for greater regularity in distribution and for higher benefit amounts. The paper argues that decentralisation deepens democracy and strengthens social-service delivery, but that the system must be continuously assessed and reformed, and that social security should be reconceived as a right rather than a charity if delivery is to be made timely, transparent and accountable.
Copyright (c) 2025 Umesh K (Author) https://creativecommons.org/licenses/by/4.0
Democratic Decentralisation And The Prevention Of The Covid-19 Pandemic: An Analysis Of Kerala
Democracy guarantees the direct participation of the people in the political process, and the 73rd Constitutional Amendment strengthened administrative federalism by devolving administrative and financial powers from the states to local bodies. During the COVID-19 pandemic, the local governments of Kerala stood on the front line, coordinating health workers, the police, public servants, Kudumbashree workers, drivers and volunteers who delivered food, medicine and sanitiser. This paper analyses how Kerala’s decentralised institutions helped to prevent the spread of the disease. The state’s prompt response can be attributed to the experience and investment it had built up through earlier emergencies, the floods of 2018 and especially the Nipah outbreak of 2019, and to a strong health system developed over many years. The Chief Minister and the Health Minister led from the front, facilitating inter-sectoral coordination and community participation, while the state focused on a strategy of trace, test and contain, with extensive screening and the quarantine of incoming travellers. The state and district control rooms played a central part in framing advisories and guiding early interventions aimed at saving lives. The paper argues that the decentralised, participatory architecture of Kerala’s governance was the decisive factor in its response.
Copyright (c) 2026 Umesh K (Author) https://creativecommons.org/licenses/by/4.0
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.
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.