Taran Patel
La Professeure Taran Patel est actuellement Directrice de l'École Doctorale de Grenoble Ecole de Management (GEM), supervisant à la fois les programmes de DBA et de PhD. Elle est également Professeure Senior (Titulaire) au sein du département People, Organization, and Society de GEM. De 2009 à 2013, elle a occupé le poste de Directrice du programme MIB (Master in International Business) de GEM. Elle a obtenu son doctorat à l’Open University de Milton Keynes (Royaume-Uni) en 2006, sous la supervision du Professeur Steve Rayner (Université d'Oxford), ainsi que son Habilitation à Diriger des Recherches (HDR) à l’Université de Rouen (France) en 2022, sous la direction du Professeur Michalis Lianos.
Les domaines d’enseignement de la Professeure Patel incluent : les enjeux culturels dans le commerce international, la gestion des ressources humaines, le comportement organisationnel, le leadership et le followership, ainsi que les méthodes de recherche qualitative. Elle a publié des articles académiques dans de nombreuses revues scientifiques internationales à comité de lecture, notamment Organization, Management Decision, European Management Review, Journal of Business Ethics, et Business & Society.
Son premier livre, intitulé Stereotypes of Intercultural Management, publié en 2007, est le fruit de sa thèse doctorale, qui a remporté en 2006 le prix de la meilleure thèse doctorale dans la catégorie Corporate Governance décerné par l’EFMD (European Foundation for Management Development). Son second ouvrage, Cross-Cultural Management – Toward a Transactional Approach, a été publié en 2013 chez Routledge. Elle a également coédité un volume avec le Dr Ahmad Salih, intitulé Cultural Spaces in International Business: Theories and Applications.
La Professeure Patel a également travaillé en tant que consultante pour des entreprises telles que Salmson en France et Technip-Coflexip en Inde, et a dirigé des programmes de formation sur la diversité pour Atos Origin et AXA. Ses initiatives en matière de sensibilisation au Diversity Management ont été reconnues lorsqu'elle a été invitée comme conférencière au World Diversity Leadership Summit au siège des Nations Unies à New York en 2007. En avril 2013, elle a reçu un prix d’Excellence en Recherche (avec les Professeurs Robert Hamlin, Sandy Whitford et Carlos Ruiz) des mains du Président de l'Inde, Dr Pranab Mukherjee, dans le cadre de la conférence IFTDO.
En plus de son poste permanent à GEM, elle siège dans les Comités Consultatifs de Recherche et les Comités de Recrutement de Professeurs de plusieurs écoles de commerce en Inde et en Europe.
- Egalité des sexes
- Ethique
- Interculturel
- Leadership
- Leadership (negative)
Cours enseignés à Grenoble Ecole de Management :
- Human Resources Management
- Managing Diversity - Licence
- Organizational Behavior - Licence
- Intercultural and Ethical Issues in International Business - Master - De 2009 à 2014
- W1 - DBA Introduction : Introduction to Qualitative Research Methods
- Advanced Qualitative and Quantitative Research - Doctorat
- Hamlin R. G., Alhejji Hussain H., Patel T., 2024.Perceived managerial and leadership effectiveness within multinational corporations in Saudi Arabia: The role of Islamic and Wasta valuesHuman Resource Development Quarterly, 35, 3: 327-361The Kingdom of Saudi Arabia (KSA) presents a promising yet volatile environment for international business. US-centric models dominate management/leadership studies in the Arab Gulf Region, while emic, indigenous, and context-specific studies remain scarce. To rectify this epistemic injustice, we have conducted a qualitative Type 3 (emic-as-emic) indigenous ‘critical incident' study of managerial behavior exhibited by expat and local managers within MNCs operating in Saudi Arabia. This has led to an emergent KSA-related two-factor taxonomy comprised of 15 behavioral dimensions (BDs) that differentiate effective managers from ineffective managers, as perceived by their Saudi colleague managers and staff. The positive (effective), and most of the negative (ineffective) BDs are endorsed by Islamic and tribal Wasta values, thus lending support to literature on culturally endorsed implicit leadership theories, while simultaneously calling for increased attention toward proximal cultural factors rather than distal national cultural dimensions. Comparing our findings against those of an equivalent study in the United Arab Emirates reveals significant similarities and interesting differences, thus challenging the notion of a homogenous ‘Arab culture'. The derived taxonomy offers an insightful, contextually relevant, and richly described understanding of specific types of managerial behavior that managers within MNCs in Saudi Arabia, and perhaps in other Arab Gulf desert countries, should strive to emulate or conversely avoid if they are to be perceived effective by their respective superiors, peers, and subordinates. After discussing the theoretical and practical implications of our findings, we outline the limitations of the study and suggest several directions for future research.
- Patel T., Bote R., Stanisljevic J., 2024.The ethical challenges of teaching business ethics: ethical sensemaking through the Gofmanian lensJournal of Business Ethics (The), 190, 1: 23–40, (2024)
- Romani L., Patel T., Ramasamy C., 2024.Re) Doing Traditional Gender Roles for Equality: Men’s Support of Gender Equality in IndiaAcademy of Management Annual Meeting, Academy of Management, Chicago, Etats-Unis
- Opizzi-Externe M., Patel T., Patel C., 2024.Tell Me how You Learn and I Will Tell You how You Innovate: An Exploratory Study at TELTAcademy of Management Annual Meeting, Academy of Management, Chicago, Etats-Unis
- Wu M., Patel T., 2024.Culture in leader-follower fit: the example of taiwanEURAM Conference 2024, EURAM, Bath, Royaume-Uni
- Patel T., Romani L., Oberoi P., Ramasamy C., 2023.Gender role encapsulation as resistance to patriarchy: Women politicians' work and gender equality in IndiaOrganization, 30, 2: 307–325Why has the gender-based reservation system not succeeded in achieving gender equality in Indian politics? Both token theory and critical mass theory posit that equilibrating number of representatives from both genders will achieve gender equality. In India, this led to the reservation system for women in politics in 1993 and an increase in women representation, in some Indian states up to 50 percent. Yet, we argue, these women face role encapsulation in their double minority position. Inspired by interpretivist ethnographic methods, this study investigates everyday work of women politicians (village council presidents) in Tamil Nadu. We show that in their work context, women politicians are in token positions and this contributes to understanding the modest results met with the reservation system. Simultaneously, the study points to how women use their role encapsulation within the traditional family structure to serve their political ambitions despite patriarchy. We draw attention to individual resistance, more precisely, insubordination and everyday resistance, to stress how some of these women politician are challenging patriarchy. This contributes to enriching our understanding of the forms of assimilation in token theory: for a token who experiences a double deviance, role entrapment is not as limiting as previous studies have assumed. We also argue that everyday acts of resistance can be carried out precisely through the enactment of role encapsulation and that some women reach change through this subject position, rather than in opposition to it.
- Hamlin R. G., Ruiz C., Jones J., Patel T., 2023.Toward a Universalistic Behavioural Model of Perceived Managerial and Leadership Effectiveness for the Health Services SectorHealth Services Management Research, 36, 2: 89–101Much management/leadership development provision for healthcare professionals has been the subject of considerable criticism, and there have been numerous calls for training programmes explicitly focused on the specific managerial (manager/leader) behaviours healthcare managers, physician leaders, and nurse managers need to exhibit to be effective. The aim of our multiple cross-case/cross-nation comparative study has been to: i) identify similarities and differences between the findings of published qualitative critical incident studies of effective and ineffective managerial behaviour observed within British, Egyptian, Mexican, and Romanian public hospitals, respectively, and ii) if possible, deduce from the identified commonalities a healthcare-related behavioural model of perceived managerial and leadership effectiveness. Adopting a philosophical stance informed by pragmatism, epistemological instrumentalism, and abduction, we used realist qualitative analytic methods to code and classify into a maximum number of discrete behavioural categories empirical source data obtained from five previous studies. We found high degrees of empirical generalization which resulted in the identification of five positive (effective) and 4 negative (ineffective) behavioural dimensions (BDs) derived respectively from 14 positive and 9 negative deduced behavioural categories (BCs). These BDs and BCs are expressed in the form of an emergent two-factor universalistic behavioural model of perceived managerial and leadership effectiveness. We suggest the model could be used to critically evaluate the relevance and appropriateness of existing training provision for physician leaders, nurse managers, and other healthcare managers/leaders in public hospitals, or to design new explicit training programmes informed and shaped by healthcare-specific management research, as called for in the literature.
- Patel T., Hamlin R. G., Louis D., 2022.Toward a Generic Framework of Perceived Negative Manager/Leader Behavior A Comparative Study Across Nations and Private Sector IndustriesEuropean Management Review, 19, 4: 608-624Reviewing three relevant streams of extant literature reveals a marked absence of a generic framework comprised of a full range of negative manager/leader behaviors (from moderate to extreme) across sectors and countries, a void particularly detrimental to the effectiveness of management and leadership development (MLD) programs. To address this concern, we conduct a multiple cross-case/cross-nation comparative analysis (MCCA) of data collected from our own 13 previous empirical replication studies (using the critical incident technique) of effective/ineffective managerial/leader behavior across nine culturally diverse countries and varied private sector industries, resulting in a comprehensive framework of perceived negative manager/leader behavior. Our generic framework is comprised of five behavioral dimensions: general inadequate behavior, unethical behavior, impersonal domineering behavior, depriving behavior, and closed/negative-minded behavior, and lends support to the universal school of culture in business literature by showing that neither national culture nor sectorial specificities influence people’s perceptions of negative manager/leader behavior. It also stresses the importance of the mundane (as opposed to the glorious) in managerial/leadership work by revealing that employees’ perceptions of negative manager/leader behavior includes not only conspicuously ‘bad’ behaviors, but also less conspicuous ‘poor’ behaviors.
- Patel T., Salih A., 2022.Cultural Spaces in International Business: Theories and ApplicationsNew York: Routledge
- Patel T., Hamlin R. G., 2020.Toward an Asian Behavioural Taxonomy of Perceived Managerial and Leadership Effectiveness: A cross-nation comparative analysis of effective and ineffective managerial behaviour of private sector managers in India and South KoreaHuman Resource Development International, 23, 3: 259-282This Type 4 (emic-and-etic) indigenous cross-case/cross-nation comparative study compares the results of two Type 3 (emic-as-emic) indigenous replication managerial behaviour studies carried out within private companies in India and South Korea respectively. The aim has been to: (i) search for similarities and differences across the findings of these two studies; (ii) differentiate any identified local (nation-specific) behavioural indicators of effective and ineffective managerial behaviour from those identified as being generic (nation-general), and (iii) assess whether the latter can be expressed in the form of an emergent Asian behavioural taxonomy. The method used was ‘realist qualitative content analysis’ (Madill, Jordon, and Shirley, 2000) involving inductive open coding and axial coding. Of the Indian behavioural indicators 100% were found to be convergent in meaning with 94.43% of the equivalent South Korean findings. This has led to an emergent Asian behavioural taxonomy of perceived managerial and leadership effectiveness comprised of 16 positive (effective) and 6 negative (ineffective) generic behavioural criteria. These criteria could be used in both countries to critically review and improve or develop new competency-based management and leadership development (MLD) programmes. They also offer insights of specific types of effective and ineffective managerial behaviour that managers need to emulate or avoid.
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