IDEAS home Printed from https://ideas.repec.org/a/ids/ijicbm/v8y2014i4p442-458.html
   My bibliography  Save this article

Rethinking organisational goals in the context of Indian ethos

Author

Listed:
  • Lakshmaiah Botla
  • Harigopal Kondur

Abstract

The present organisational goals are examined and evaluated from the perspective of Indian ethos to distinguish organisational goals into causal goals and outcome goals. If organisational strategy focuses on consequences rather than on causes the true potential of an organisation may not be actualised hence, rethinking organisational goals makes an attempt to uncover organisational causal goals so as to focus organisational energy at the strategic points. The strategic points of organisational causal goals are also identified as the intersection points of individual goals and societal goals and that provides the conceptualisation of the organisation from human-perspective to propose four organisational causal goals as knowledge management, competitiveness, corporate entrepreneurship and socio technical systems. These organisational causal goals are interpreted as human goals-based theory of the firm.

Suggested Citation

  • Lakshmaiah Botla & Harigopal Kondur, 2014. "Rethinking organisational goals in the context of Indian ethos," International Journal of Indian Culture and Business Management, Inderscience Enterprises Ltd, vol. 8(4), pages 442-458.
  • Handle: RePEc:ids:ijicbm:v:8:y:2014:i:4:p:442-458
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=62480
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Yogesh N. Naik & Monika Bisht, 2016. "Effectiveness drivers for Indian information technology managers: an empirical study," International Journal of Indian Culture and Business Management, Inderscience Enterprises Ltd, vol. 12(1), pages 72-91.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijicbm:v:8:y:2014:i:4:p:442-458. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=235 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.