What Facilitates Cultural Entrepreneurship? – A Study of Indian Cultural Entrepreneurs

The importance of a ‘cultural industry’ to a national economy and the development of a “creative society” has grown increasingly. However, research on cultural entrepreneurship is in its early stages and is yet to catch the attention of mainstream entrepreneurship and creativity scholars. In this article the objective is to enhance our knowledge and understanding of the key aspects that cultural entrepreneurs find facilitating their entrepreneurship. Studying Indian cultural entrepreneurs and applying a qualitative method, this paper identifies seven such aspects: cultural value creation, intrinsic motivation and external recognition, minimized risk, contextual understanding, innovation and learning, perseverance and ethical pursuit of cultural activity, and social networks.     

The Processes of Scientific Discovery: The Strategy of Experimentation

Hans Krebs' discovery, in 1932, of the urea cycle was a major event in biochemistry. This article describes a program, KEKADA, which models the heuristics Hans Krebs used in this discovery. KEKADA reacts to surprises, formulates explanations, and carries out experiments in the same manner as the evidence in the form of laboratory notebooks and interviews indicates Hans Krebs did. Furthermore, we answer a number of questions about the nature of the heuristics used by Krebs, in particular: How domain-specific are the heuristics? To what extent are they idiosyncratic to Krebs? To what extent do they represent general strategies of problem-solving search? The relative generality of KEKADA allows us to view the control structure of KEKADA and its domain-independent heuristics as a model of scientific experimentation that should apply over a broad domain.     

The desire to win: The effects of competitive arousal on motivation and behavior

The paper theoretically elaborates and empirically investigates the “competitive arousal” model of decision making, which argues that elements of the strategic environment (e.g., head-to-head rivalry and time pressure) can fuel competitive motivations and behavior. Study 1 measures real-time motivations of online auction bidders and finds that the “desire to win” (even when winning is costly and will provide no strategic upside) is heightened when rivalry and time pressure coincide. Study 2 is a field experiment which alters the text of email alerts sent to bidders who have been outbid; the text makes competitive (vs. non-competitive) motivations salient. Making the desire to win salient triggers additional bidding, but only when rivalry and time pressure coincide. Study 3, a laboratory study, demonstrates that the desire to win mediates the effect of rivalry and time pressure on over-bidding.     

Hindu Leaders in North America?

Abstract. “Are there Hindu leaders in North America”? Can there be leaders of a purportedly invented or imaginary religion that has no shared doctrines or beliefs? This provocative essay offers answers to these and related questions about the nature of Hindu leadership in North America. Three ideal types are examined: Ritualists, Guides, and Administrators. Their roles and responsibilities, though relatively clear in India, have become complicated in their current incarnations in North America. The difficulties are further enhanced when combined with a drive to derive a syncretic form of Hinduism, a pan‐Hinduism that never existed before. This article challenges the leaders of Hinduism in North America to confront and perhaps even jettison their invented identity as a way of becoming better leaders.     

Boundaryless LMX: Examining LMX's Impact on External Career Outcomes and Alumni Goodwill

Research has convincingly shown that leader–member exchange (LMX) is associated with a range of beneficial outcomes for employees within organizations. As employees increasingly pursue boundaryless careers that straddle multiple organizations, it is important to ask: Do advantages from LMX extend beyond the current organization and persist even after employees have left it? We propose that employees in higher quality LMX relationships with their managers benefit from stronger professional development, which can pay off in the form of better career outcomes on the external job market. Further, after leaving, whether or not ex‐employees (i.e., alumni) harbor goodwill toward their former organizations is likely to depend on their LMX quality prior to leaving. Alumni goodwill matters because organizations can potentially reap important strategic benefits from their alumni. Using time separated data including alumni interviews conducted by third‐party consultants, we find that, among employees who quit, pre‐turnover LMX is positively related to higher salaries and greater responsibility in their next jobs and is also positively related to alumni goodwill. Moreover, the strength of the LMX–alumni goodwill relationship depends on whether managers made robust retention efforts after employees communicated their decisions to quit.     

Exploring Gender in South-Asian Cultural Memory Through Artistic Process

Abstract

My artistic inquiries draw from gender and sexuality in public space and use performance as process. In inspiration, the works emerge as aesthetic responses to post-colonial, gendered public identities and as negotiations with the cultural politics of modernity. Dwelling on the interaction of Indian modernity with cultural memory through myth, ritual, traditions and colonial histories, I hope to touch upon multiple influences of the Indian public sphere. Through a fragmented contemplation on guiding impulses, this discussion propositions the production of works as potentials to re-eroticise the public sphere.