Abstracts

ASIAN JOURNAL OF MANAGEMENT RESEARCH

VOLUME 6, NO 4 - 2016 - May issue

Empirical study on efficient market hypotheses- January effect

Author(s) - Geetha Iyer and Dimple Pandey

ABSTRACT

Efficient Market Hypotheses (EMH) is a theory in Finance developed by Eugene Fama which states that share prices reflect relevant information. EMH proposes the idea that Stocks will always be traded at their fair value. Thus an investor would not be in a position to outperform the market and the only way to earn higher returns would be by purchasing riskier stocks. This model believes that buying and selling stocks are a game of chance not skill. A number of researches have been conducted in the recent past which supports this model. This empirical study was conducted to test the January effect on the stock prices and hence to agree or disagree with the Efficient Market Hypotheses. The analysis asserts that January effect does not exist and market reflects a weak form of efficiency.

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Management by valuing: A success and leadership archetype

Author(s) - Nishant Khandelwal and Anil Mehta

ABSTRACT

This is an original account of a highly successful and well established management professor cum trainer. He is a PhD qualified professor currently employed with a university since last thirty years and is based in India. He is also a prolific trainer and one of the most sought after speakers. This case research article gives detailed account of his interpersonal and social behavior qualitatively and as observed by one of his friend and HR professional. It establishes various behavioural aspects of personal, social and organizational outperformance while one is practically working in a real context. It enlists the sets of behavioural competencies as manifested by the subject, which is required in a professor and trainer to rise and be successful. The behaviour described informs the reader about the various contexts and examples of professional situations faced by a professor cum trainer during his career span of over 30 years. Important learnings are then drawn and suggested as a possible professional behavioural practice to be followed by professors, trainers and HR professionals alike. They are mentioned as various ‘Value’ Dimensions indicating that leaders need to truly value what they have got in order to get what they aspire for. Some of these value dimensions are valuing self, valuing people, valuing life and so on.

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Management by valuing: A success and leadership archetype

Author(s) - Nishant Khandelwal and Anil Mehta

ABSTRACT

This is an original account of a highly successful and well established management professor cum trainer. He is a PhD qualified professor currently employed with a university since last thirty years and is based in India. He is also a prolific trainer and one of the most sought after speakers. This case research article gives detailed account of his interpersonal and social behavior qualitatively and as observed by one of his friend and HR professional. It establishes various behavioural aspects of personal, social and organizational outperformance while one is practically working in a real context. It enlists the sets of behavioural competencies as manifested by the subject, which is required in a professor and trainer to rise and be successful. The behaviour described informs the reader about the various contexts and examples of professional situations faced by a professor cum trainer during his career span of over 30 years. Important learnings are then drawn and suggested as a possible professional behavioural practice to be followed by professors, trainers and HR professionals alike. They are mentioned as various ‘Value’ Dimensions indicating that leaders need to truly value what they have got in order to get what they aspire for. Some of these value dimensions are valuing self, valuing people, valuing life and so on.

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Towards a coherent picture on entrepreneurial venture growth; A study based on Sri Lankan small and medium entrepreneurs

Author(s) - Vithanage Ayesha Roshini Piyathilaka, Pubuduni Malika Jeewandarage

ABSTRACT

Entrepreneurial venture growth is a multi dimentional concept. Growth can be acquired either by internally or externally stimulated factors. Since the literature relating to both internal and external stimulations relates to venture growth and it is rare in execution, it has been empirically verified that leadership, cognitive and culture may act internally and externally stimulated factors or hindering factors relating to the context of entrepreneurial venture growth. Therefore these facts have identified as a gap in the research field to be filled through the execution of the study. The research had demonstrated to empirically examine the interaction between the two extensions of inside and outside factors affecting for the entrepreneurial venture growth. As per the internal quadrant the main constructs are leadership and cognition factors and external quadrant is represented by national cultural factors. Unit of analysis is small and medium entrepreneurs registered under Regional Offices at Regional Development Division of Industrial Development Board, Ministry of Industry and Commerce, Sri Lanka. Research data findings had demonstrated with a sample size of 170 small and medium entrepreneurs using an interviewer administrated structured questionnaire. In this case, the data were analysed by using Analysis Moment of Structural (AMOS) 20 and research hypotheses were assessed using structural equation modeling. The results of this research could encourage the future researchers on the nexus of identification of entrepreneurial behavior in established firms embedded in organizational routines.

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