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. 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. 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 3107-9695 (ONLINE) 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 Phone No 0484-2929383, 0484- 2003366 Email Id info@eduresearchpublication.com, ex_editor@eduresearchpublication.com Mobile No +91 8304870311, +91 8590774765 Website www.eduresearchpublication.com Address Eduschool Academic Research and Publishers Airport Road, Nayathode Kavala, Angamaly - 683572, Kerala, India.
Eduschool Academic Research and Publishers
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.
Collaborative Governance in Urban Planning: A Public-Private Perspective
This article examines collaborative governance in urban planning, focusing on the dynamics of public-private partnerships and their impact on urban development outcomes. Despite increasing adoption of collaborative approaches in urban governance, significant questions remain about effectiveness, power dynamics, and democratic accountability in these arrangements. Through a mixed-methods approach combining systematic literature review, comparative case analysis of four urban redevelopment projects, and key informant interviews with 28 stakeholders, this research investigates the institutional frameworks, processes, and outcomes of collaborative urban planning initiatives. Findings reveal that successful collaborative governance depends on five critical factors: Clearly defined institutional arrangements that balance flexibility with accountability Transparent decision-making processes that engage diverse stakeholders Skilled boundary-spanning leadership Mechanisms for managing power asymmetries Alignment of incentives across public and private actors. The study demonstrates that collaborative approaches can enhance innovation, resource mobilization, and community acceptance in urban planning, but require careful attention to process design and democratic safeguards. These findings contribute to both theoretical understanding of collaborative governance and practical guidance for policymakers seeking to implement effective public-private planning initiatives in increasingly complex urban environments.
Strategic Leadership and Organizational Resilience: Lessons from Post-Pandemic Business Recovery
This research investigates the critical relationship between strategic leadership practices and organizational resilience in the post-pandemic business landscape. The COVID-19 pandemic created unprecedented challenges that tested organizational capabilities worldwide, forcing businesses to rapidly adapt or face extinction. Through a mixed-methods approach combining survey data from 187 organizations across diverse sectors with 24 in-depth interviews of senior executives, this study examines how leadership strategies influenced recovery trajectories. Findings reveal that organizations demonstrating high resilience shared common leadership characteristics: proactive strategic foresight, rapid decision-making frameworks, investment in digital transformation, adaptive organizational structures, and stakeholder-inclusive governance. The study introduces the Resilience Leadership Matrix (RLM), a framework that maps leadership approaches against organizational outcomes during crisis and recovery periods. Results indicate that organizations with leaders who embodied transformational leadership styles while maintaining operational agility achieved superior recovery metrics and established stronger competitive positions post-pandemic. This research contributes to leadership theory by identifying specific strategic leadership competencies essential for building resilient organizations capable of thriving amid turbulence, while providing actionable frameworks for practitioners navigating future disruptions.
Remote Work and Talent Retention: HR Practices in the Post-COVID Era
This research investigates the evolving relationship between remote work arrangements and talent retention strategies in the post-COVID era. The widespread adoption of remote work during the pandemic has fundamentally transformed workplace dynamics, creating both challenges and opportunities for human resource management. Through a mixed-methods approach combining survey data from 243 HR professionals across multiple industries with 31 semi-structured interviews with senior HR executives, this study examines how organizations are adapting their retention strategies to accommodate the changing preferences of the workforce. Results indicate that organizations implementing flexible work policies, enhanced digital communication practices, remote-specific performance management systems, and virtual culture-building initiatives demonstrate significantly higher retention rates. The research introduces the Remote Work Retention Model (RWRM), a framework that integrates four key dimensions critical to talent retention in remote/hybrid contexts: work arrangement flexibility, digital employee experience, remote leadership competencies, and virtual organizational belonging. Our findings reveal that workers' expectations have permanently shifted, with 76% of employees considering remote work options essential for job satisfaction and retention. Organizations that have successfully adapted their HR practices to this new paradigm show 34% lower turnover rates compared to organizations maintaining traditional work arrangements. This research contributes to HRM theory by establishing empirical connections between remote work practices and talent retention outcomes while providing actionable frameworks for HR practitioners navigating workforce expectations in the post-pandemic era.