RESEARCH
PUBLICATIONS
2018 - "Ingredients for Social Entrepreneurial Leadership: Self-Mastery, Networks, Work Values & Competence." - 2018 ACBSP Region 8 Annual Conference Paris, France November 15- 17. The Art of Developing Entrepreneurial Leaders. The International Council of Business Schools and Programs (ACBSP)
Abstract: This session discusses the importance of purpose-oriented careers and proposes organizations and HR practitioners to ride on the momentum of the social entrepreneurial business and to refocus talent management activities through generating meaningful work, projects, and jobs for employees. The four ingredients framework has a practical implication towards key societal, educational and organizational trending aspects: the generational drive, an economic movement, competitive edge, the future of workforce and social edification.
2017 - "The Business Case for Education to Include Soft Skills on the Systemic Level: Reflection on Being A Culturally Responsive Educator In Higher Education" - Amity Global HRM Review Volume-6, ISSN NO 2250-60
Abstract: The topic of culturally responsive education is well researched. Much has been focused on the topic of pedagogy, methodology and class-room operations. Nevertheless, this topic seems to be mostly researched under the single area of providing education, without having looked at the impact of the economic value and consequences of providing a more culturally responsive education on students after their studies and in their work lives. In addition, students of more mature age already with careers, concurrently fulfilling their higher education would have appreciation for a similar type of teaching method discussed herewith. This paper will provide context and a business case that explains the bridge of furnishing a culturally responsive education through soft-skills, as a parameter of success for educators, students, and the institution-provider on the systemic level, while explaining the well-being state of using soft skills for all groups, as well as, identifying which skills used have the highest financial benefit for the organization.
2017 - "Ingredients for Social Innovation Business: Trends . Leadership . Action Plan" - INBUSH ERA World Summit
Abstract: Over the years, across industries and countries, HR experts have discussed over the never ending issue of: what is the best way to hire, keep the talent, develop the talent, build a leadership succession scheme and most importantly, how to achieve ROI on these talent management activities. Surprisingly, these questions are still a hot topic after a decade of discussion. The key question remains: why are these even an issue in this 21st Century economy? The gap of traits across generations is well observed between millennials, Y generation and X generation… ultimately, the young will become mature, and, experience the evolution themselves, so the focus is not about creating HR strategies for a particular generation but to understand what creates meaning to attract, retain and bring about passion for their continuous buy-in within the work they are doing in the organizations they are hired in. The organizational business status (for-profit, non-profit, hybrid) is less of a concern; inasmuch, the purpose, vision and who will the organization’s products and services succor and impact, with the purpose of solving people’s problems through innovation, is the meaning created behind people’s drive of doing what they do, so eagerly. We propose that one way is to pay attention how social innovation and social impact is becoming that meaningful purpose at work for many. To sustain organizational vitality through purpose, leadership is needed and this paper explores just these topics by finally providing an action plan, in the form of thought-process, in support of HR building an HPS (High Potential System) through rethinking its purpose linked to the purpose of the organization’s existence.
2015 - "Universal Leadership Approaches & Cultural Dimensions the Expression of Asian Leadership Traits"- Amity Global Business Review Vol. 10, Amity University Press, February.
Abstract: To what extent do universal leadership concepts need to be adapted to countries of dissimilar cultural dimensions, presumably with dissimilar expectations and needs? One way is to find out what common antecedents and outcomes of behaviors are appreciated by organizations and individuals. Several studies on US based universal leadership concepts have been tested on their applicability in Asian organizations (Singer et al, 2001; Linden, 2011; Lam et al, 2012). Local Chinese leadership traits have been researched in the attempt to ascertain that a big portion of the ethnic Asian culture made up of Chinese heritage comprises more complex and deepen traits, unlike many of the Western management traits (Min et al, 2012; Liu, 2013), suggesting certain universal leadership models stemming from the USA may adapt better in certain countries than others in different scenarios (Ramkissoon). Reilly & Karounos further explored leadership effectiveness, basing in Hofstede’s cultural dimensions to compare and contrast tri-regional clustered groupings of traits in association to behaviors and Emotional Intelligence. The literature review herewith is non-exhaustive. This paper concentrates on 4 areas in reaching an exploratory articulation of how some of the literature in cultural dimensions, leadership models and emotional intelligence (EI), can relate to the case study presented herewith, based on a real M&A consulting case of two foreign corporate subsidiaries merging in Asia.
Focused Areas:
1. Which universal leadership concepts may work more complimentarily in Asian cultures and why?
2. The need of leadership skills and enforcement of intra and inter personal capabilities (EI) to face the 21st Century Information Economy.
3. What behaviors employees in organizations appreciate most from leaders?
4. Real-life M&A consulting case study (2009-2010): Company integration of a merger and acquisition in Asia, and how some of the universal leadership concepts could provide a fit.
2014 - "Analysis of Impact of Euro-zone Crisis on Indian Economy" - Amity Global Business Review, March.
Abstract: The European economic crisis in the Euro zone is not a one-off situation that can be secluded simply on a geographical area, as it impacts the systemic consciousness of economic development. With an analysis focused specifically on the Indian economy, there are clear advantages to be extracted from the European economic crisis that India can profit from by becoming a more present player in the global economic scene. In parallel, it will entail that the country will have to reevaluate its internal political decision making processes, as well as seeking opportunities, without delay, on rethinking its internal structural pillars: Regulatory, Infrastructure, Education, and Urbanization concepts.
In addition, repositioning and rebranding the Indian strategic vision vis-à-vis the World economies may attract additional FDI and can help refocus the country’s external strategic investments both in Europe and in the rest of the World – accelerating therefore, India’s increasing relevance as an established economic power.
2010 - "An Exploratory Research on: Thought Optimization" The International Coach Academy, Publications
Topic: Coaching Skill's Impact on Individual Thought Process
1995 - "Financial Derivative Products for Hedging Strategies: Are they being used in Macau?” - Euro Asia Journal of Management, N°9, Faculty of Business Administration, University of Macau, Macau.
Topic: Study of the Macau Banking sector and its usage of the financial hedging instruments.
Abstract: This session discusses the importance of purpose-oriented careers and proposes organizations and HR practitioners to ride on the momentum of the social entrepreneurial business and to refocus talent management activities through generating meaningful work, projects, and jobs for employees. The four ingredients framework has a practical implication towards key societal, educational and organizational trending aspects: the generational drive, an economic movement, competitive edge, the future of workforce and social edification.
2017 - "The Business Case for Education to Include Soft Skills on the Systemic Level: Reflection on Being A Culturally Responsive Educator In Higher Education" - Amity Global HRM Review Volume-6, ISSN NO 2250-60
Abstract: The topic of culturally responsive education is well researched. Much has been focused on the topic of pedagogy, methodology and class-room operations. Nevertheless, this topic seems to be mostly researched under the single area of providing education, without having looked at the impact of the economic value and consequences of providing a more culturally responsive education on students after their studies and in their work lives. In addition, students of more mature age already with careers, concurrently fulfilling their higher education would have appreciation for a similar type of teaching method discussed herewith. This paper will provide context and a business case that explains the bridge of furnishing a culturally responsive education through soft-skills, as a parameter of success for educators, students, and the institution-provider on the systemic level, while explaining the well-being state of using soft skills for all groups, as well as, identifying which skills used have the highest financial benefit for the organization.
2017 - "Ingredients for Social Innovation Business: Trends . Leadership . Action Plan" - INBUSH ERA World Summit
Abstract: Over the years, across industries and countries, HR experts have discussed over the never ending issue of: what is the best way to hire, keep the talent, develop the talent, build a leadership succession scheme and most importantly, how to achieve ROI on these talent management activities. Surprisingly, these questions are still a hot topic after a decade of discussion. The key question remains: why are these even an issue in this 21st Century economy? The gap of traits across generations is well observed between millennials, Y generation and X generation… ultimately, the young will become mature, and, experience the evolution themselves, so the focus is not about creating HR strategies for a particular generation but to understand what creates meaning to attract, retain and bring about passion for their continuous buy-in within the work they are doing in the organizations they are hired in. The organizational business status (for-profit, non-profit, hybrid) is less of a concern; inasmuch, the purpose, vision and who will the organization’s products and services succor and impact, with the purpose of solving people’s problems through innovation, is the meaning created behind people’s drive of doing what they do, so eagerly. We propose that one way is to pay attention how social innovation and social impact is becoming that meaningful purpose at work for many. To sustain organizational vitality through purpose, leadership is needed and this paper explores just these topics by finally providing an action plan, in the form of thought-process, in support of HR building an HPS (High Potential System) through rethinking its purpose linked to the purpose of the organization’s existence.
2015 - "Universal Leadership Approaches & Cultural Dimensions the Expression of Asian Leadership Traits"- Amity Global Business Review Vol. 10, Amity University Press, February.
Abstract: To what extent do universal leadership concepts need to be adapted to countries of dissimilar cultural dimensions, presumably with dissimilar expectations and needs? One way is to find out what common antecedents and outcomes of behaviors are appreciated by organizations and individuals. Several studies on US based universal leadership concepts have been tested on their applicability in Asian organizations (Singer et al, 2001; Linden, 2011; Lam et al, 2012). Local Chinese leadership traits have been researched in the attempt to ascertain that a big portion of the ethnic Asian culture made up of Chinese heritage comprises more complex and deepen traits, unlike many of the Western management traits (Min et al, 2012; Liu, 2013), suggesting certain universal leadership models stemming from the USA may adapt better in certain countries than others in different scenarios (Ramkissoon). Reilly & Karounos further explored leadership effectiveness, basing in Hofstede’s cultural dimensions to compare and contrast tri-regional clustered groupings of traits in association to behaviors and Emotional Intelligence. The literature review herewith is non-exhaustive. This paper concentrates on 4 areas in reaching an exploratory articulation of how some of the literature in cultural dimensions, leadership models and emotional intelligence (EI), can relate to the case study presented herewith, based on a real M&A consulting case of two foreign corporate subsidiaries merging in Asia.
Focused Areas:
1. Which universal leadership concepts may work more complimentarily in Asian cultures and why?
2. The need of leadership skills and enforcement of intra and inter personal capabilities (EI) to face the 21st Century Information Economy.
3. What behaviors employees in organizations appreciate most from leaders?
4. Real-life M&A consulting case study (2009-2010): Company integration of a merger and acquisition in Asia, and how some of the universal leadership concepts could provide a fit.
2014 - "Analysis of Impact of Euro-zone Crisis on Indian Economy" - Amity Global Business Review, March.
Abstract: The European economic crisis in the Euro zone is not a one-off situation that can be secluded simply on a geographical area, as it impacts the systemic consciousness of economic development. With an analysis focused specifically on the Indian economy, there are clear advantages to be extracted from the European economic crisis that India can profit from by becoming a more present player in the global economic scene. In parallel, it will entail that the country will have to reevaluate its internal political decision making processes, as well as seeking opportunities, without delay, on rethinking its internal structural pillars: Regulatory, Infrastructure, Education, and Urbanization concepts.
In addition, repositioning and rebranding the Indian strategic vision vis-à-vis the World economies may attract additional FDI and can help refocus the country’s external strategic investments both in Europe and in the rest of the World – accelerating therefore, India’s increasing relevance as an established economic power.
2010 - "An Exploratory Research on: Thought Optimization" The International Coach Academy, Publications
Topic: Coaching Skill's Impact on Individual Thought Process
1995 - "Financial Derivative Products for Hedging Strategies: Are they being used in Macau?” - Euro Asia Journal of Management, N°9, Faculty of Business Administration, University of Macau, Macau.
Topic: Study of the Macau Banking sector and its usage of the financial hedging instruments.
ARTICLES
2006 - "Brand extension or innovation diffusion? Reflection on the Asian luxury export potential to Europe: an exploratory frame of 'Reverse' product extension and diffusion" - Thesis (MOR), Universite de Nanterre, Paris,
Theme: Strategic Management
2007 - "Formal and Informal Institutions in China: The case of efficiency and complementarities - The Transaction Cost Perspective"
Theme: Institutional Economics
2009 - "Procter & Gamble Organization 2005" - Case Study, International School of Management (ISM), Singapore & Paris
Theme: Organizational Change and Strategic Management
2013 - “5 Star Education in Singapore”
Theme: Leadership in Organizations
2013 - “Doing Business in India: The Case of Vocational Training Industry”
Theme: Leadership and Marketing in Emerging Markets
2013 - “Financing for Indian Enterprises: Business Plan”
Theme: Leadership and Marketing in Emerging Markets
2013 - “Marketing in India: The Case of Vocational Training Industry”
Theme: Leadership and Marketing in Emerging Markets
2013 - “Financing Growth for the 21st Century Action Education: Using IPO as Funding Platform for SME Market Expansion”
Theme: Market Expansion and Go-to-Market Funding Strategies
2013 - “The Business Case for Emotional Intelligence Curriculum in Education: How Organizational Economic Value rises when EQ is taught in earlier education system – Team Learning”
Theme: Team Leadership
2014 - “Doing Business in China”
Theme: Leadership and Market Expansion in Emerging Markets
2014 - “The Chinese Marketing Environment for B2B”
Theme: Leadership and Marketing in Emerging Markets
2014 - “Business Expansion in the L&D Industry: Expansion to China”
Theme: Leadership and Expansion to Emerging Markets, Go-to-market Strategies
2016 - “The Business Case for Education to Include Soft-Skills on a Systemic Level: The Culturally Responsive Educator”
Theme: Systemic Leadership, Business Case to Transform Education
2016 - “Rethinking Human Resourcing for Social Innovation in Business”
Theme: Leadership and Human Resourcing Re-Strategy for Talent Development in Corporate Organizations
Theme: Strategic Management
2007 - "Formal and Informal Institutions in China: The case of efficiency and complementarities - The Transaction Cost Perspective"
Theme: Institutional Economics
2009 - "Procter & Gamble Organization 2005" - Case Study, International School of Management (ISM), Singapore & Paris
Theme: Organizational Change and Strategic Management
2013 - “5 Star Education in Singapore”
Theme: Leadership in Organizations
2013 - “Doing Business in India: The Case of Vocational Training Industry”
Theme: Leadership and Marketing in Emerging Markets
2013 - “Financing for Indian Enterprises: Business Plan”
Theme: Leadership and Marketing in Emerging Markets
2013 - “Marketing in India: The Case of Vocational Training Industry”
Theme: Leadership and Marketing in Emerging Markets
2013 - “Financing Growth for the 21st Century Action Education: Using IPO as Funding Platform for SME Market Expansion”
Theme: Market Expansion and Go-to-Market Funding Strategies
2013 - “The Business Case for Emotional Intelligence Curriculum in Education: How Organizational Economic Value rises when EQ is taught in earlier education system – Team Learning”
Theme: Team Leadership
2014 - “Doing Business in China”
Theme: Leadership and Market Expansion in Emerging Markets
2014 - “The Chinese Marketing Environment for B2B”
Theme: Leadership and Marketing in Emerging Markets
2014 - “Business Expansion in the L&D Industry: Expansion to China”
Theme: Leadership and Expansion to Emerging Markets, Go-to-market Strategies
2016 - “The Business Case for Education to Include Soft-Skills on a Systemic Level: The Culturally Responsive Educator”
Theme: Systemic Leadership, Business Case to Transform Education
2016 - “Rethinking Human Resourcing for Social Innovation in Business”
Theme: Leadership and Human Resourcing Re-Strategy for Talent Development in Corporate Organizations