@Research Paper
<#LINE#>Understanding the impact of Demographics on Post-purchase Cognitive dissonance<#LINE#> @Mohit Jamwal, @Akhilesh Chandra Pandey <#LINE#>1-6<#LINE#>1.ISCA-RJMS-2016-037.pdf<#LINE#>Department of Business Management, HNB Garhwal University (A Central University) Srinagar Garhwal, Uttarakhand, India@Department of Business Management, HNB Garhwal University (A Central University) Srinagar Garhwal, Uttarakhand, India<#LINE#>29/2/2016<#LINE#>16/3/2016<#LINE#>A study was conducted to examine the impact of demographics (age and gender) and product’s price on cognitive dissonance among customers purchasing smartphones. Customers were segmented on basis of levels of dissonance felt and then analysis was done to measure how age, gender and product’s price varies among different dissonance groups. Results showed that as compared to old customers, young customers were more prone to dissonance and males displayed a great tendency than females to intolerant to dissonance quite often. Moreover, price of product does showed its effect on level of dissonance for which high priced products were linked to high dissonance group more sharply as the lesser priced products to the low and moderate dissonance group.<#LINE#>Festinger L. (1957).@A Theory of Cognitive Dissonance.1st Edn.,@Stanford University Press,  California.@No$Koller M. and T. Salzberger (2007).@Cognitive dissonance as a relevant construct throughout the decision-making and consumption process-an empirical investigation related to a package tour.@Journal of Customer Behaviour, 6, 217-227.@Yes$Pandey A.C. and Jamwal M. (2015).@Realizing the impact of cognitive dissonance in predicting consumer behaviour.@Journal of Social Sciences, 11(2).@Yes$Kassarjian H.H. and J.B. Cohen, (1965).@Cognitive dissonance and consumer behaviour.@California Management Review. 8, 55-64.@Yes$Westbrook R.A. and J.W. Newman (1978).@An analysis of shopper dissatisfaction for major household appliances.@Journal of Marketing Research, 15, 456-466.@Yes$Keaveney S.M., F. Huber and A. Herrmann (2007).@A model of buyer regret: Selected prepurchase and postpurchase antecedents with consequences for the brand and the channel.@Journal of Business Research, 60, 1207-1215.@Yes$Sweeney J.C., Hausknecht D. and Soutar G.N. (2000).@Measuring cognitive dissonance: A multidimensional scale.@Psychology and Marketing, 17(5), 369–86.@No$Jamwal M. and Soodan V. (2014).@Emotional Branding as Tool for Dissonance Reduction: A Strategy for competitive Advantage.@Abhinav-International Monthly Refereed Journal of Research in Management and Technology, 3(1), 25-32.@Yes$Willert Jr. M.G. (1995).@Coping Strategies and Emotional and Physical Status of Family Members of Mental Health Consumers.@Doctoral Dissertation, The University of North Dakota [Publication number AAT9605485].@Yes$Pinto D. (2001).@Driving Anger, Articulated Cognitive Distortions, Cognitive Deficiencies and Aggression, Doctoral Dissertation Hofstra University, Hempstead,@New York.@Yes$Dittmar H. and Drury J. (2000).@Self-image—Is it in the bag? A qualitative comparison between ordinary and excessive consumers.@Journal of Economic Psychology, 21(2), 109–42.@Yes$Thompson S.C., Pitts J.S. and Schwankowsky L. (1993).@Preferences for involvement in medical decision making: Situational and demographic differences.@Patient Education and Counselling, 22(1), 133–40.@Yes$Sweeney J.C. and Soutar G.N. (2003).@Are There Cognitive Dissonance Segments?.@Australian Journal of Management. 28(3), 227-249.@Yes$Oliver R.L. (1997).@Satisfaction: A Behavioural Perspective on the Consumer, McGraw-Hill Book Company,@New York.@Yes$Hausknecht D et al. (1998).@After I had made the decision, I: Toward a scale to measure cognitive dissonance.@Journal of Consumer Satisfaction, Dissatisfaction and Complaining Behaviour, 11, 119-127.@Yes
@Research Article
<#LINE#>Relevance of theories of Motivation in retail business: A study on Retailer’s decision making process<#LINE#> @Judith Gomes Nagar, @Sapna Sharma <#LINE#>7-11<#LINE#>2.ISCA-RJMS-2016-020.pdf<#LINE#>Department of Management, BIT, Durg, CSVT University, CG, India@Department of Management, SSIPMT, Raipur, CSVT University, CG, India<#LINE#>24/2/2016<#LINE#>29/3/2016<#LINE#>The research objective is to gain attention to the relevance of theories of motivation in Retail business. The study specially wanted to define the role of factors associating in individual theories of motivation for motivating consumers to buy or not to buy from a retail store. To study the factors in each and their importance in retailing an empirical study is conducted. Discussions in the study suggest that motivation theories have their own importance as per the factors available to encourage consumer to take purchasing decisions. Purposefully there is a need to design a motivation system according to individual retail unit based on different variables which should consider extension, enhancement, encouragement and monetary and non-monetary benefits. This will facilitate the retailer to identify, encourage, provide, and maintain consumer effectively and efficiently.<#LINE#>TH (2016).@The Hindu@http://www.thehindu.com/ business/Industry/indian-retail-market-to-reach-47-lakh-crore-by-201617 study/article 5677176.ece@No$Pinder C.C. (1998).@Work motivation in organizational Behavior.@Upper saddle River, NJ, Prentice Hall.@Yes$Todes J.L., McKinney J. and Ferguson W. Jr. (1977).@Management and Motivation.@New York, Harper and Row.@Yes$Hersey P. and Blanchard K. (1977).@Management of Organisational Behaviour. Englewood Cliffs, Prentice Hall.@undefined@Yes$Dickson W.J. (1973).@Hawthorne experiments.@In C. Heyel (ed.), The encyclopedia of management, New York, Van Nostrand Reinhold, 2nd ed., 298-302.@No$Decenzo D.A. (2001).@Fundamentals of Management.@Essentials Concepts and Application, Prentice Hall, New Jersey.@No$Lawler E.E. (1986).@High Involvement Management.@Participative Strategies for Improved Organizational Performance, San-Francisco, Jossey – Bass, California.@Yes$Kreitner R. (1995).@Management (6th ed.).@Boston: Houghton Mifflin Company.@No$Buford J.A., Jr. Bedeian A.G. and Lindner J.R. (1995).@Management in Extension (3rd ed.) Columbus, Ohio:@Ohio State University Extension.@No$Bedeian A.G. (1993).@Management (3rd ed.).@New York, Dryden Press.@No$Iguisi O. (2009).@Motivation-related values across cultures.@African Journal of Business Management, 3(4), 141-150.@Yes$Vroom V.H. (1964).@Work and motivation.@Wiley, New York.@No$Maslow A.H. (1943). A theory of human motivation. Psychological Review, 50, 370-396.doi:10.1037/ h0054346, http://dx.doi.org/10.1037/h0054346@undefined@undefined@Yes$Maslow A. (1954).@Motivation and Personality.@McGraw Hill, New York.@No$Oishi S. (1999).@Cross-cultural variations in predictors of life satisfaction: Perspectives from Needs and Values.@Personality and Social Psychological Bulletin, 25(8), 980-990. doi:10.1177/01461672992511006, http:// dx.doi.org/10.1177/01461672992511006@Yes$McClelland D.C. (1961).@The achieving society.@Princeton NJ, Van Norstrand.@Yes$Herzberg F. (1966).@Work and the nature of man.@OH: World Publishing Company, Cleveland.@No$Stephen P. Robbins (2009).@Organizational Behaviour.@International Version, 13/E, Pearson Higher Education.@Yes$Arnold H.J. and Feldman D.C. (1986).@Organisational behaviour.@McGraw-Hill International, Singapore.@Yes$Oosthuizen T.F.J. (2001).@Motivation influencing worker performance in a technical division of Telkom SA,@Acta Commercii, 1, 19-30.@Yes$Spector P.E. (2000).@Organisational Psychology.@Research and practice, John Wiley and Sons, New York.@No$Greenberg J. and Baron R.A. (2003).@Behaviour in organisations (8th ed.).@Pearson Education International, New Jersey.@Yes$Armstrong M. (1991).@A handbook of personnel management (4th ed.).@Kogan Page, London.@Yes$Muchinsky P.M. (1990).@Psychology applied to work. Brooks-Cole,@California.@No$Robbins S.P. (1998).@Organisational Behaviour (8th ed.).@Prentice Hall, New Jersey.@Yes$Weaver T. (1988).@Theory M: motivating with money.@Cornell HRA Quarterly, 29(3), 40–45.@Yes$Maslow A. (1954).@Motivation and personality.@McGraw Hill, New York.@No$Alderfer C. (1969).@An empirical test of a new theory of human needs.@Organizational Behavior and Human Performance, 4, 142–175.@Yes$Heider F. (1958).@The psychology of interpersonal relations.@John Wiley, New York.@No$Adams J.S. (1965).@Inequity in social exchange.@In L. Berkowitz (ed.), Advances in experimental social psychology, Academic Press, New York.@Yes$Locke E.A. (1976).@The supervisor as \"motivator\": his influence on employee performance and satisfaction.@Heath and Company, Washington.@Yes
<#LINE#>The Corporate Entrepreneurship Role of Middle-Level Managers in Organizational Strategy<#LINE#>  @Sinha Saurabh,  @Sanjay Guha <#LINE#>12-20<#LINE#>3.ISCA-RJMS-2016-028.pdf<#LINE#>Dept. of Management, B.I.T.-Durg, CSVTU, Bhilai, CG, India@Dept. of Management and Humanities, BIT, Durg CG, India<#LINE#>24/2/2016<#LINE#>22/3/2016<#LINE#>The debate on what strategic role middle-level managers play in an organization continues to rage. The popular perception that middle-level managers do not get any opportunity to be part of organizational strategy development is not without empirical evidence. However leading management theorists and researchers have shown that middle managers actually play a more meaningful role in corporate entrepreneurship than what has been perceived or what research hitherto shows. Managers identify opportunities, develop initiatives, and renew organizational capabilities which help to create and integrate knowledge in the corporate entrepreneurship process. A just reward and recognition system, support from top management, availability of resources, a supportive organizational structure and tolerance for risk-taking and failure motivate middle managers to follow an entrepreneurial approach. Entrepreneurship is marred by poor speed as well as quality of decision-making in most organizations. The middle-level is the pivot around which to create an entrepreneurial culture in a large organization. Middle managers are most comfortable with change, fully aware of the organizational dynamics and politics, and persuasive, persistent and tactful – characteristics that make them ideal champions of entrepreneurship. The paper concludes that there is ample scope for a meaningful engagement of middle-level managers in strategy development as well as deployment in organizations.<#LINE#>Wooldridge B., Schmid T. and Floyd S.W. (2008).@The Middle Management Perspective on Strategy Process: Contributions, Synthesis, and Future Research.@Journal of Management, 34(6). 1190-1221.@Yes$Mintzberg H (1978).@Patterns in strategy formation.@Management Science, 24(9), 934-948.@Yes$Brache A.P. (2004).@Strategy and the Middle Manager,@Retieved from http://www.kepner-tregoe.com/pdfs/ articles/StrategyMidMan.pdf.@Yes$Westley F.R., (1990).@Middle managers and strategy: The micro-dynamics of inclusion.@Strategic Management Journal, 11, 337-352.@Yes$Kanter R.M. (Jul.-Aug. 1982).@The Middle Manager as Innovator,@HBR, 60(4), 95-105.@No$Schilit W.K. and Locke E.A. (1982).@The Study of Upward Influence in Organizations.@Administrative Science Quarterly, 27(2). 304-316.@Yes$Schilit W.K. (1987).@An examination of the influence of middle-level managers in formulating and implementing strategic decisions.@Journal of Management Studies, 24, 271-293.@Yes$Wooldridge B. and Floyd S.W. (1990).@The strategy process, middle management involvement, and organizational performance.@Strategic Management Journal, 11,231-241.@Yes$Raes A.M.L., Heijltjes M.G., Glunk U. and Roe R.A. (2011).@The Interface of the Top Management Team and Middle Managers: A Process Model.@Academy of Management Review, 36(1), 102-126.@Yes$Hart S. (1992).@An integrative framework for strategy-making processes.@Academy of Management Review, 17(2), 327-351.@Yes$Floyd S.W. and Wooldridge B. (1997).@Middle management’s strategic influence and organizational performance.@Journal of Management Studies, 34, 465-485.@Yes$Hornsby J.S., Kuratko D.F. and Zahra S.A. (2002).@Middle managers’ perception of the internal environment for corporate entrepreneurship: Assessing a measurement scale.@Journal of Business Venturing, 17, 253-273.@Yes$Barlett C.A. and Ghoshal S. (1993).@Beyond the M-Form: Towards a Managerial Theory of the Firm,@Strategic Management Journal, 14, 23-46.@Yes$Davenport T., Prusack L. and Wilson H. (2003).@Who’s Bringing You Hot Ideas (and How are You Responding)?@Harvard Business Review, 81(2), 58-64.@Yes$Petersson A. and Vlak A. (May 30, 2011).@The Missing Link in Innovative Research.@http://www.strategy-business.com/article/00077.@No$Puri P. and Sinha S. (2005).@Creating an Entrepreneurial Culture in a Large Organization.@A Compendium of Selected Papers of Young Managers, MTI, SAIL, Ranchi, 1-29.@No$Hari T.N. and Mahanty R. (2003).@Back to Basics in Management: A Critique of the Fabled Management Mantras.@Response Books, Sage Publications, New Delhi.@Yes$Senge P. (1995).@The Fifth Discipline: Mastering the Five Practices of the Learning Organization.@Doubleday, New York.@No$Fayol H. (1902).@General and Industrial Management, English translation of article Adminstration Industrielleetgenerale.@(in French) published in Societe de ‘Industrie Minerale, Constance Stores, Pitman Paperbacks, London, 1949@No
<#LINE#>Re-configuration of the Disciplinary Landscape: A synergistic move taken by Universities to expand the knowledge Boundaries<#LINE#>  @Shilpi Gupta, @Prachi Singh <#LINE#>21-23<#LINE#>4.ISCA-RJMS-2016-030.pdf<#LINE#>MATS University, Kharora Highway, Aarang, Raipur, Chhattisgarh 493441, India@St. Vincent Palloti College, Nagpur, Maharashtra, India<#LINE#>24/2/2016<#LINE#>19/3/2016<#LINE#>The 21st century is known as the knowledge era. The society in the 20th century witnessed     innovation and research in area specific disciplines but in the 21st century it was realized that many of the societal and daily encountered problems can only be solved by Interdisciplinary researches. There is no place in this world except the Universities who can inculcate this culture in the prospective researchers. Universities are the pioneers in creating a knowledge based society. Interdisciplinary studies can be defined as the convergence of ideas from various different disciplines by specialist to solve in an integrated manner various national and International problems.  The present paper tries to focus on the various factors that can promote Interdisciplinary studies in Universities, the tools and techniques that can be applied for its promotion and the challenges faced by the Universities in Implementing this.<#LINE#>Zukas M. and Malcom J. (1999).@Models of the educator in higher education, paper presented at the British Educational research Association Annual Conference,@University of Sussex, September.@Yes$National Academy of sciences (2005).@Facilitating Interdisciplinary Research.@Washington, DC: National Academics Press.@No$Arms W.Y. (2000).@Digital Libraries,@MIT Press, Cambridge, MA@No