Doing business in India: The role of jaan-pehchaan

Berger, Ron; Barnes, Bradley R.; Konwar, Ziko; Singh, Ramendra

doi:10.1016/j.indmarman.2020.03.001

Cited by 23 publications

(36 citation statements)

References 151 publications

(176 reference statements)

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“…SET explains how social relationships help parties develop trust and enhance their interaction, which leads to beneficial social and economic outcomes. For example, Berger et al (2020) applied the SET to study the influence of the indigenous Indian networking system of jaan-pehchaan. They found that business performance could be enhanced (or efficiency achieved) by satisfying business relationships that enhance long-term relationships.…”

Section: Discussionmentioning

confidence: 99%

“…The study contributes to the literature on SET and the multifaceted nature of B2B relationships. Two critiques of SET highlighted in previous studies focus on the limited application of the theory at the individual level and in different social and cultural contexts (Berger et al , 2020). We address these issues in the current study by applying SET to study B2B wasta relationships in Kuwait, a major economy in the Middle East region that has received little attention in the literature.…”

Section: Discussionmentioning

confidence: 99%

“…Although the SET has been touted as having universal applicability in explaining social relationships, there are differences in applying social exchange models in cultures with different value orientations (Berger et al , 2020). Social relationships and networks are considered essential in business activities in collectivist societies that tend to rely on informal institutions (Guo et al , 2021).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

“…Guanxi networks in China have been widely discussed in the academic literature (Guo et al , 2018; Lee et al , 2018). Few studies have attempted to explore the characteristics of other culturally specific business networks such as blat in Russia (Michailova and Worm, 2003), wa in Japan, inhwa in Korea (Alston, 1989), jeitinho in countries where Portuguese is the native language (Smith et al , 2012a), jaan-pehchaan in India (Berger et al , 2020) and wasta in the Arab world (Weir et al , 2019). However, there are limited studies on these forms of business networks, and in this study, we test how wasta influences B2B relationships in the Arab world.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

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Favor reciprocity, innovation and inefficiency: the double-edged sword of business-to-businesswastarelations

AlHussainan

Guo

Rammal

et al. 2022

JBIM

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Purpose The purpose of this study is to empirically investigate the dark side of business-to-business (B2B) relationships in traditional business practices worldwide that rely on strong networks. Design/methodology/approach This study applies a questionnaire survey to collect data from buyers in 224 Kuwaiti firms and uses the partial least squares structural equation model for data analysis. Findings Drawing on the social exchange theory, we test the relationships between B2B wasta, relationship satisfaction, innovation and efficiency. The findings show that despite the belief that wasta brings long-term benefits when applied in B2B relationships, it negatively impacts the firm’s efficiency. Originality/value This study contributes to the existing literature on B2B relationships by identifying important issues related to the multifaceted nature of B2B wasta relationships. The study confirms the importance of relational and innovation benefits over economic consequences based on elements of social exchange theory, which extends our current understanding of the application of SET in B2B wasta relationships.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

See 2 more Smart Citations

Favor reciprocity, innovation and inefficiency: the double-edged sword of business-to-businesswastarelations

AlHussainan

Guo

Rammal

et al. 2022

JBIM

View full text Add to dashboard Cite

show abstract

“…Such networks include Guanxi in the context of China (Bian, 2018; Berger and Herstein, 2012), with its focus on establishing and maintaining relationships; Blat or Sviazi in Russia (McCarthy et al. , 2012; Puffer and McCarthy, 2011), that represents a system whereby business and economic interactions are embedded in social relationships; Juggad or Jaan-pehchaan in India (Berger et al. , 2020; Davidson et al.…”

Section: Introductionmentioning

confidence: 99%

Are Christian Arabs' business models different from those of Muslim Arabs?

Berger

Barnes

Lee

et al. 2023

IMR

Self Cite

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PurposeThe study aims to test a measurement scale to examine social business networks (Wasta) surrounding Arab Christians and Arab Muslims.Design/methodology/approachA 31-item scale was used to capture Wasta, consisting of the following: Mojamala (emotional), Hamola (conative) and Somah (cognitive) tri-components. A total of 149 Christian Arab and 304 Muslim Arab respondents were sampled and multi-group structural equation modeling was used to confirm the concept and test several hypotheses.FindingsThe findings from the study reveal that in order for success to occur within the Arab context, a sequential process of first developing Mojamala is necessary, before Hamola can prevail. Christian Arabs are motivated to integrate with society and form relationships via generalized trust. Muslim Arabs meanwhile tend to retain their distinct culture, using social networks to forge particularized trust. Shariah principles may also play a significant role in explaining why satisfaction was not found to be a necessary condition for Arab Muslims in driving relationship performance.Research limitations/implicationsThe study suggests that the 370 million Arab population may not be totally cohesive and should be refrained from being grouped together. In-group identification is a major contributor in explaining why business models are different between Arab Muslims and Arab Christians. The findings further support that Muslim Arab business models are based on tribalism or sheikocracy, whilst Christian Arab business models are based on legalistic frameworks and integration.Practical implicationsThe study supports prior research associated with Muslim Arab business models based on tribalism or sheikocracy (Ali, 1995). The findings suggest that Arab Muslim business models focus on particularized trust as opposed to generalized trust that is common in Arab Christian business models and in most western countries. The study demonstrates that Mojamala (the emotional construct), Hamola (empathy) and Somah (particularized trust) are useful constructs for building Wasta and they serve a core element for Arab Muslim business models. Mojamala and Somah both directly affect satisfaction. Somah and satisfaction have a direct influence on performance.Originality/valueThe findings provide evidence to support institutional theory. Also from a stakeholder theory perspective, viewing companies, not only through an economic lens, but also building social institutions, can lead to a better understanding of business models drawing on diverse cultures and faiths. The study may therefore serve as a useful reference for academics and practitioners as they grapple to enhance satisfaction and leverage performance advantages within this context.

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Doing research on indigenous Indian management: a conversation with Prof. Rajen K. Gupta

Venkateswaran

2024

Decision

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Doing business in India: The role of jaan-pehchaan

Cited by 23 publications

References 151 publications

Favor reciprocity, innovation and inefficiency: the double-edged sword of business-to-businesswastarelations

Favor reciprocity, innovation and inefficiency: the double-edged sword of business-to-businesswastarelations

Are Christian Arabs' business models different from those of Muslim Arabs?

Doing research on indigenous Indian management: a conversation with Prof. Rajen K. Gupta

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