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Bimal Arora
Aston Business School, Birmingham B4 7ET, UK

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Journal article
Published: 07 November 2019 in Human Resource Management Review
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The Association of Southeast Asian Nations (ASEAN) has emerged as a dynamically developing market with remarkable economic achievements. However, HRM research in this bloc seems to lag behind Western countries. We conduct a systematic literature review to examine the development of HRM in ASEAN in accordance with its historical and institutional attributes and conditions. To do so, our analysis is mainly rooted in the relevant literatures on the core themes that are searched from a variety of databases such as ProQuest, ESBCO, books and webpages of relevant journals. This analysis helps to identify institutional constraints that may influence HRM practices in ASEAN, and thus develop an ASEAN-based HRM framework, and accordingly propose important directions for future research in this promising and under-researched context. This integrative framework would lay the useful foundation for researchers to theorize and examine the determinants of HRM and their effects on organizational performance.

ACS Style

Hoa Do; Charmi Patel; Pawan Budhwar; Anastasia A. Katou; Bimal Arora; Manh Dao. Institutionalism and its effect on HRM in the ASEAN context: Challenges and opportunities for future research. Human Resource Management Review 2019, 30, 100729 .

AMA Style

Hoa Do, Charmi Patel, Pawan Budhwar, Anastasia A. Katou, Bimal Arora, Manh Dao. Institutionalism and its effect on HRM in the ASEAN context: Challenges and opportunities for future research. Human Resource Management Review. 2019; 30 (4):100729.

Chicago/Turabian Style

Hoa Do; Charmi Patel; Pawan Budhwar; Anastasia A. Katou; Bimal Arora; Manh Dao. 2019. "Institutionalism and its effect on HRM in the ASEAN context: Challenges and opportunities for future research." Human Resource Management Review 30, no. 4: 100729.

Journal article
Published: 25 October 2019 in Sustainability
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Developing prosperous and inclusive societies requires a reformulation of the business-society nexus toward sustainability. This means that all economically motivated behaviors of firms also need to consider their social and environmental impact, and all social and environmental policies their impact on the business sector and the economy. With the Companies Act 2013, the Indian government adopted a legislative approach to reconfigure the business-society nexus. Mandating what has been considered discretionary elicited an extensive academic debate. To study this India-specific political corporate social responsibility (CSR), we employ Content Configuration Analysis on 70 local and international English-language book chapters, research articles, reports, reviews, and expert commentaries published between 2013 and 2019 to develop a typology of the advantages and disadvantages associated with the Companies Act 2013. Among a large number of positions for and against the Act, we find that arguments extolling its advantages concurrently appear as disadvantages in other texts. This paradox is indicative of the difficulties of satisfying stakeholder expectations, as well as the complexities corporate responsibility programs face in India. Nonetheless, CSR as a policy tool allows the Indian government to instrumentalize the growing success of the business sector to address local and national needs and expectations. By systematizing the opportunities and challenges associated with the Companies Act 2013, we show how, similar to China, context and culture influence India’s socioeconomic development trajectory beyond the conventional market economy canon. Our analyses reveal how advantages and disadvantages are frequently connected to multiple stakeholders, including the government, business, and society. We conclude by highlighting the contribution this study makes to the field of political CSR.

ACS Style

Manfred Max Bergman; Zinette Bergman; Yael Teschemacher; Bimal Arora; Divya Jyoti; Rijit Sengupta. Corporate Responsibility in India: Academic Perspectives on the Companies Act 2013. Sustainability 2019, 11, 5939 .

AMA Style

Manfred Max Bergman, Zinette Bergman, Yael Teschemacher, Bimal Arora, Divya Jyoti, Rijit Sengupta. Corporate Responsibility in India: Academic Perspectives on the Companies Act 2013. Sustainability. 2019; 11 (21):5939.

Chicago/Turabian Style

Manfred Max Bergman; Zinette Bergman; Yael Teschemacher; Bimal Arora; Divya Jyoti; Rijit Sengupta. 2019. "Corporate Responsibility in India: Academic Perspectives on the Companies Act 2013." Sustainability 11, no. 21: 5939.

Editorial
Published: 14 June 2019 in Journal of Business Ethics
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ACS Style

Bimal Arora; Arno Kourula; Robert Phillips. Emerging Paradigms of Corporate Social Responsibility, Regulation, and Governance: Introduction to the Thematic Symposium. Journal of Business Ethics 2019, 162, 265 -268.

AMA Style

Bimal Arora, Arno Kourula, Robert Phillips. Emerging Paradigms of Corporate Social Responsibility, Regulation, and Governance: Introduction to the Thematic Symposium. Journal of Business Ethics. 2019; 162 (2):265-268.

Chicago/Turabian Style

Bimal Arora; Arno Kourula; Robert Phillips. 2019. "Emerging Paradigms of Corporate Social Responsibility, Regulation, and Governance: Introduction to the Thematic Symposium." Journal of Business Ethics 162, no. 2: 265-268.

Chapter
Published: 29 May 2019 in Spirituality in Management
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Regulation of supply chains and associated actors has emerged as a predominant theme with the institutionalization of Corporate Social Responsibility (CSR) and sustainable development. Private, voluntary transnational standards and industry and corporate codes of conduct have grown in numbers, geographic spread and coverage across a range of commodities, products, services, themes and industry sectors. The phenomena of multi-stakeholder-based and certifiable voluntary sustainability standards (VSS) are amongst a class of voluntary regulatory approaches and a new model of governance. This chapter sets the context and lays the plan for the book. Specifically, it outlines the context for examination of the experience of VSS in India and broadly reflects on how the voluntary governance landscape is shaping in India and the roles played by policymakers, businesses and civil society organizations.

ACS Style

Bimal Arora; Pawan Budhwar; Divya Jyoti. Governance Through Voluntary Sustainability Standards: An Introduction. Spirituality in Management 2019, 1 -32.

AMA Style

Bimal Arora, Pawan Budhwar, Divya Jyoti. Governance Through Voluntary Sustainability Standards: An Introduction. Spirituality in Management. 2019; ():1-32.

Chicago/Turabian Style

Bimal Arora; Pawan Budhwar; Divya Jyoti. 2019. "Governance Through Voluntary Sustainability Standards: An Introduction." Spirituality in Management , no. : 1-32.

Journal article
Published: 14 January 2019 in critical perspectives on international business
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Purpose The Government of India dramatically altered the dynamic between business and society when it introduced the Companies Act 2013, which mandated firms to expend at least 2 per cent of average net profits on corporate responsibility (CR) programmes. This reconfiguration of social value creation may serve as a template for a closer and participatory relationship between the private sector and government in emerging economies and beyond. This paper aims to analyse how CR expectations have taken shape in the print media in India. Specifically, the authors ask the following: What are the dimensions of CR expectations in mainstream Indian newspapers?, and Why, according to the newspaper narratives, do corporations have these responsibilities? Design/methodology/approach In this qualitative study, the authors randomly selected and analysed 50 per cent (n = 442) of the newspaper articles that dealt explicitly with CR. The articles appeared in the top five Indian English-language newspapers and the top two Hindi-language newspapers between 1 January and 31 December 2015. Using Content Configuration Analysis (CCA), the authors developed a typology of CR expectations and analysed their associated justifications. Finally, they used CCA to analyse how this typology and its justifications connect to the two main stakeholders: the business sector and government. Findings The analyses reveal how the introduction of the Companies Act 2013 had a major impact on CR expectations by explicitly and legally casting the business sector as the engine of social development. The authors were able to describe how contextual and cultural dimensions frame evolving interests and societal demands towards corporations, and how difficult it may be for corporations to fulfil CR expectations that are well beyond their core business and that reach domains usually pertaining to government. Originality/value This study contributes an empirical exploration of media discourse on contemporary CR expectations in India and its associated notions of social value creation, and how these are shaped by various cultural and contextual influences. The authors discuss how this novel approach to CR modifies the relations between business and society, and they reflect on the opportunities and limits of this model for other emerging economies, which struggle to formulate a symbiotic relationship between business and society.

ACS Style

Zinette Bergman; Yael Teschemacher; Bimal Arora; Rijit Sengupta; Klaus Michael Leisinger; Manfred Max Bergman. Developing the business-society nexus through corporate responsibility expectations in India. critical perspectives on international business 2019, 16, 143 -164.

AMA Style

Zinette Bergman, Yael Teschemacher, Bimal Arora, Rijit Sengupta, Klaus Michael Leisinger, Manfred Max Bergman. Developing the business-society nexus through corporate responsibility expectations in India. critical perspectives on international business. 2019; 16 (2):143-164.

Chicago/Turabian Style

Zinette Bergman; Yael Teschemacher; Bimal Arora; Rijit Sengupta; Klaus Michael Leisinger; Manfred Max Bergman. 2019. "Developing the business-society nexus through corporate responsibility expectations in India." critical perspectives on international business 16, no. 2: 143-164.

Journal article
Published: 01 January 2019 in Journal of Sustainability Research
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Eurocentric academic and policy propositions on global sustainability tend to emphasize the transfer of knowledge, skills, technology, funds, or social values to lower and middle income countries. Yet, India and China increasingly influence geo-economic and geo-political shifts, accompanied by sociocultural and environmental consequences. Their increasing independence and global agenda setting capacity, as well as their capabilities to institutionally coordinate and execute programs toward economic and social development within and well beyond their national borders transcend the current imaginaries of most stakeholders from higher income countries. Although we are witnessing a transformation of the business-society nexus and its consequences on public, private, and civic spheres, research in particular and academia more generally have been slow to acknowledge and respond to these paradigm shifts. The importance to understand and to be understood by India and China, however, can no longer be ignored. Globally, businesses, societies, and governments must find new ways of interacting in the interest of mutual survival and prosperity. But what does this mean in practice? What could be a sustainable business-society nexus for the 21st century? In this paper, we examine the opportunities and challenges inherent in emerging trends and the positions stakeholders and contemporary academic disciplines take in relation to these. We outline the potential for a future research agenda on a sustainable business-society nexus that is business-relevant, solution-driven, future-oriented, culture-sensitive, and devoted to people, planet, prosperity, partnerships, and peace.

ACS Style

Manfred Max Bergman; Zinette Bergman; Baocheng Liu; Bimal Arora; Shengtian Hou; Rijit Sengupta. The Business-Society Nexus for the 21st Century. Journal of Sustainability Research 2019, 2, 1 .

AMA Style

Manfred Max Bergman, Zinette Bergman, Baocheng Liu, Bimal Arora, Shengtian Hou, Rijit Sengupta. The Business-Society Nexus for the 21st Century. Journal of Sustainability Research. 2019; 2 (1):1.

Chicago/Turabian Style

Manfred Max Bergman; Zinette Bergman; Baocheng Liu; Bimal Arora; Shengtian Hou; Rijit Sengupta. 2019. "The Business-Society Nexus for the 21st Century." Journal of Sustainability Research 2, no. 1: 1.

Journal article
Published: 12 February 2018 in Journal of Organizational Change Management
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High-performance-work-practices (HPWP) have been well documented within private organisations in developed country economies. Such practices, however, remain under-investigated in the public sector and in emerging economies. This paper aims to work towards filling this void, by empirically evaluating HPWP within an Indian public-sector-undertaking (PSU), also the world’s largest commercial public sector employer: The Indian Railways. We investigate whether the practices implemented in this organisation are consistent with the idea of HPWP, and analyse how they are influenced by different stakeholders and ultimately associated with different indicators of organisational performance. We focused on six railway zones and interviewed a total of 62 HR practitioners. Our results show that most practices implemented are aligned with the idea of HPWP, despite the existence of context-specific unique practices. Furthermore, we identify the influence of multiple stakeholders in decision making concerning different practices. We additionally found that the measurement of performance goes beyond financial indicators and several context-specific non-financial indicators are identified and their social importance is reiterated. Theoretically, this paper utilises and contributes to the resource-based view of firms by identifying a distinctive bundle of competencies in human resources through HPWS in the Indian Railways.

ACS Style

Vijay Edward Pereira; Rita Fontinha; Pawan Budhwar; Bimal Arora. Human resource management and performance at the Indian Railways. Journal of Organizational Change Management 2018, 31, 47 -61.

AMA Style

Vijay Edward Pereira, Rita Fontinha, Pawan Budhwar, Bimal Arora. Human resource management and performance at the Indian Railways. Journal of Organizational Change Management. 2018; 31 (1):47-61.

Chicago/Turabian Style

Vijay Edward Pereira; Rita Fontinha; Pawan Budhwar; Bimal Arora. 2018. "Human resource management and performance at the Indian Railways." Journal of Organizational Change Management 31, no. 1: 47-61.

Articles
Published: 16 October 2017 in Social Identities
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Adapting to a ‘green’ agenda requires active engagement of all relevant stakeholders such as societies, national, international and multinational corporations. Within organizations, leaders need to create a conducive organizational culture and identity to inculcate prosocial behaviours for becoming environmentally sensitive and responsible among employees through environmental citizenship. It can be argued that environmental citizenship among employees can enhance an organization’s environmental performance and impacts. Linking the notions and theories of social identity and environmental citizenship, this exploratory study examines the perceptions, attitudes and values of managers on engaging employees in green involvement. We also explore the organizational factors that were implemented across the workplace and its underpinning sustainable strategies for green engagement with an overarching research question: How can organizations promote green behaviour and identity among employees and engage them in meeting green targets for organizations? We employed a qualitative method by designing a focus group study. Our findings help us explore factors for promoting a social identity and environmental citizenship in business organizations and to understand specific methods that motivate green behaviours among employees, so that a culture and identity of being green becomes prominent and extends to the homes and wider society of employees.

ACS Style

Flevy Lasrado; Bimal Arora. Social identity and environmental citizenship in multinational corporations: an exploratory investigation and future research directions. Social Identities 2017, 24, 624 -646.

AMA Style

Flevy Lasrado, Bimal Arora. Social identity and environmental citizenship in multinational corporations: an exploratory investigation and future research directions. Social Identities. 2017; 24 (5):624-646.

Chicago/Turabian Style

Flevy Lasrado; Bimal Arora. 2017. "Social identity and environmental citizenship in multinational corporations: an exploratory investigation and future research directions." Social Identities 24, no. 5: 624-646.

Book chapter
Published: 01 January 2013 in World Humanism
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ACS Style

Bimal Arora; Sanjukta Choudhury Kaul. Antecedents to Humanistic Management Approach in India: The Role of Family Businesses. World Humanism 2013, 165 -177.

AMA Style

Bimal Arora, Sanjukta Choudhury Kaul. Antecedents to Humanistic Management Approach in India: The Role of Family Businesses. World Humanism. 2013; ():165-177.

Chicago/Turabian Style

Bimal Arora; Sanjukta Choudhury Kaul. 2013. "Antecedents to Humanistic Management Approach in India: The Role of Family Businesses." World Humanism , no. : 165-177.

Journal article
Published: 11 July 2012 in Business & Society
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Firms are showing increasing interest in combining innovation and inclusive business models to contribute to sustainable community development. One framework to conceptualize such a business contribution is “corporate citizenship.” This article utilizes, extends, and critically reflects on the framework of corporate citizenship by identifying, explaining, and assessing the citizenship role toward sustainable community development that firms can perform. The article reviews a business model for delivering financial services to the rural communities in India. The business model is developed by a private firm “A Little World (ALW),” and the article argues that the firm and its sister not-for-profit organization Zero Mass Foundation (ZMF) perform a strategic bridge role between public sector organizations and rural communities and assist in achieving their respective developmental goals. Using this case study, the article argues that firms can act as corporate citizens through a strategic bridge role. In so doing, firms can change political and economic infrastructures by inducing institutional, governance, and cultural changes. While the article underlines the positive contributions, it also raises questions about the extension of market rationality in the public domain and its potential influence on governmental development policies.

ACS Style

Bimal Arora; Syed Bahar Ali Kazmi. Performing Citizenship. Business & Society 2012, 51, 450 -477.

AMA Style

Bimal Arora, Syed Bahar Ali Kazmi. Performing Citizenship. Business & Society. 2012; 51 (3):450-477.

Chicago/Turabian Style

Bimal Arora; Syed Bahar Ali Kazmi. 2012. "Performing Citizenship." Business & Society 51, no. 3: 450-477.