Qualification: 
Ph.D, MBA, MPhil
v_murale@asb.kochi.amrita.edu

Dr. Murale Venugopalan currently serves as an Associate Professor at School of Business Kochi. He holds his doctoral degree in the area of Management from Anna University Chennai and is the winner of prestigious Swiss Government Excellence for Postdoctoral studies (ESKAS). He also served as visiting researcher at USI Università della Svizzera Lugano, Switzerland. He is having a decade plus of teaching experiences at the Executive Master and Bachelor level and taught Higher College of Technology Oman, IBS Hyderabad (IFHE University), Karunya University, SCMS Cochin in his earlier assignments.

Murale had published journals of repute and presented his ideas in several prominent conferences like IAM Conference of AOM, ESA, organized by professional bodies of Asia and Europe. He is an invited speaker for many conferences and workshops the areas of case study teaching and writing, Student-centered learning and in research methods.

Teaching Areas

Organizational Behaviour; People Analytics; Managing Negotiations; SHRM

Publications

Publication Type: Journal Article

Year of Publication Title

2018

N. Sreedharan and Dr. V. Murale, “Social Integration of Migrant Workers in Kerala ”, International Journal of Pure and Applied Mathematics, vol. 118, no. 5, pp. 631-636, 2018.[Abstract]


Recently, Kerala has been experiencing a large inflow of migrant workers from various parts of India. Higher wages, better job opportunities and a dearth of local labor make Kerala a preferable job destination for people from other states.
This is a conceptual paper on the Social Integration of Migrant Workers in Kerala. Its motive is to study the attitude of migrant workers towards the local population of Kerala and to check if their contribution towards the economy of Kerala is being duly recognized and accepted by the local people and also to determine the extent to which these workers are integrated towards the Kerala society.

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2018

R. V. Sreedharan, Balagopalan, A., Dr. V. Murale, and Arunprasad, P., “Synergising Lean Six Sigma with human resource practices: evidence from literature arena”, Total Quality Management & Business Excellence, pp. 1-18, 2018.[Abstract]


Human resource (HR) is one of the essential features of business activities. Moreover, the success rate of the business depends upon the people who are directly or indirectly involved with the activities. However, many firms ignore this key aspect of success and primarily target the production. This paper focuses on reviewing the impact of Lean Six Sigma (LSS) on HR practices from the literature arena. The study has reviewed 68 research articles through the adoption of Tranfield et al. (2003) methodology. The methodology consists of three phases: (1) planning the review, (2) conducting the review and (3) reporting the review. From the review, key findings concerning countries, authors and research methodologies were found. Further, the study has highlighted the research gaps found from the literature reviews. It is evident that LSS and HR go along very well and can be used as a strategy for organisational excellence. This paper can serve the readers in understanding the spread of LSS and HR practices in industries before LSS implementation. Moreover, for academicians, this work provides a comprehensive list of papers for research. Further, the study has proposed the managerial implication with the agenda for the future research.

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2018

Dr. V. Murale, Sisodia, G. S., and Rajeevkumar, P., “Business relational capital and firm performance: An insight from Indian textile industry”, International Journal of Learning and Intellectual Capital, vol. 15, pp. 341-362, 2018.[Abstract]


Organisations subsist in a knowledge-based society where there exist a strong need to interact with its environment and establish relations. These relationships help firms to procure and share knowledge which is quintessential for carrying out their operations. The goal of this study ascertains the impact of relational capital management in firm's performance in the textile industry in India. The study was conducted among managers of leading textile manufacturing firms in Tiruppur area. The hypothesis set for the study was empirically tested by using partial least square method, in the models set for the study was found to be valid at P < 0.05. The paper concludes that relational capital components and the firm performance are positively related. Copyright © 2018 Inderscience Enterprises Ltd.

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2016

Dr. V. Murale, Preetha, R., and Kasthurika, K., “Early career expectations of Indian Gen 'Y.'”, International Journal of Applied Business and Economic Research, vol. 14, no. 10, pp. 6429-6452, 2016.[Abstract]


The biggest challenge that lies before twenty-first century corporate is understanding the The biggest challenge before today's Managers is to understand the characteristics and expectations of people belonging to Gen 'Y.' The topic needs a detailed attention to studies conducted by steel case in 2010 that one in every ten people on the planet is a Youth under 30 approximately 670 million in number, out of which 426 million are Indians. Hence, they cannot be ignored as they are the people in transition for future. The study has further importance as the existence of a multi-generational workforce affects two areas of human resources policy and employee development efforts: retention and motivation. Employees of diverse age groups react differently to programs designed to address these two areas, and also have differing expectations. Companies may need to rethink their existing practices to accommodate the Gen Y and give them the comfort level to help them perform their best in the organization. We had adopted a qualitative approach. Qualitative interviews were employed to understand work-related expectations of Gen Y, study and it is found that Gen Y has very different notions regarding the organization's obligations towards it and the work ethics it needs to follow. It prizes autonomy and flexibility and needs a clear picture regarding everything. In turn, it offers the organizations its technical skills and high creativity; but it is faithful to its career, not the organization. Uniqueness and expectations of people belonging to Gen 'Y'. This topic needs comprehensive examination as a study conducted by Steel case in 2010 indicates that one in every ten people on the planet is a Youth under 30. This statement denotes of an approximate population numbering to 670 million, of which 426 million are Indians. Hence, their aspirations and workplace expectations cannot be neglected as they are the people in transition for future. Companies may need to reorganize their existing people management practices to accommodate the Generation Y and give them the comfort level to help them perform their best in the organization.

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2016

Dr. V. Murale, Preetha, R., and Kasthurika, K., “Early Career Expectations of Indian Gen ‘Y” ”, International Journal of Applied Business and Economic Research, vol. 14, no. 10, pp. 6429-6452, 2016.

2015

Dr. V. Murale, Juhi, S., and R., P., “Employee Commitment and Patient Satisfaction: An Initial Reflection From Indian Healthcare”, International Journal of Customer Relations - Advances in Environmental Science and Energy Planning , vol. 3, no. 1, 2015.[Abstract]


The objective of this study is to investigate the relationship between employee commitment and patient satisfaction with respect to health care Industry. This research was conducted in two centers of a leading Medical service provider in Bengaluru city. The population for this study consists of all the employees directly
interacting with the customers (excluding doctors), in the two centers .The total population was (N=50), as reflected on the personnel list obtained from the HR department of the organization. The Independent variable in this study is employee (Organizational) commitment, and the dependent variable is patient satisfaction .A slight positive correlation between the employee commitment (affective component) and patient satisfaction is observed in our study, thereby highlighting the importance of employee commitment (especially the affective component) in organizations, particularly in the healthcare sector which is essentially a people-centric industry .

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2014

Dr. V. Murale and Raju, G. P., “Analyzing the role of social networks in mapping knowledge flows: A case of a pharmaceutical company in India”, Knowledge Management & E-Learning: An International Journal (KM&EL), vol. 6, pp. 49–65, 2014.

2014

P. G. Raju and Dr. V. Murale, “Personality & Learning Styles - Lessons for Indian Corporate Trainers”, Indian Journal of Industrial Relations, vol. 49, pp. 734–750, 2014.[Abstract]


The study exhibits and establishes the link between Personality and Learning to help trainers improve their training effectiveness by comparing the personality types of trainees using Myers-Briggs Type Indicators (MBTI) with Felder and Silverman's Index of Learning Styles (ILS); Goley's Learning Pattern (LP) assessment and Kiersey Temperament sorter (temperament) are used as a follow-up. Results obtained did indicate a relation between personality and learning.

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2013

Dr. V. Murale and Christy, P., “An Emperical Investigation of Impact of Net FII Investment on Performance of Indian Stock Market of BSE”, Journal of contemporary research in management, vol. 4, no. 1, 2013.

2013

Dr. V. Murale and Raju, P. G., “Mapping Knowledge Flows Through Network Analysis: A Case Study of a Pharmaceutical Company in India”, International Journal of Knowledge Management and Practices, vol. 1, 2013.[Abstract]


The present paper aims at studying that the knowledge flows through the social networks and thus knowledge maps are developed to illustrate the actual knowledge flow for better performance in a pharmaceutical company in India which has a global presence. It first, provides a review of literature on the recent research and application of knowledge mapping and SNA, followed by a discussion of the concepts of SNA and KNA.

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2011

Dr. V. Murale and Preetha, R., “Middle Level Managers: Competency and Effectiveness.”, SCMS Journal of Indian Management, vol. 8, pp. 38-50, 2011.[Abstract]


The objective of this study is to examine the relationship between managerial competency of middle level mangers and its influence on their role effectiveness. The study was conducted at a tyre manufacturing firm located in Kerala and the competencies of twenty middle level managers were evaluated by their peers. Pradip Khandawalla's scale for competency measurement was used to rate the competency level. The study helped to understand that it is desirable for a manager to have a set of behavioural and technical competencies to deliver his / her role effectively irrespective of his or her functional area More »»

2010

Dr. V. Murale and Jayaraj, R., “Impact of Intellectual Capital on Firm Performance: A Resource Based View Using VAIC Approach”, International Journal of Business Management, Economics and Information Technology, vol. 2, no. 2, pp. 283-292, 2010.[Abstract]


The human capital of the firms were measured using a new accounting tool proposed by Ante Pulic named Value Added Intellectual Coefficient (VAIC). As mentioned earlier VAIC comprises of structural capital efficiency, human capital efficiency and financial capital efficiency. The impact of the human capital on firm performance is measured by Return on Capital Employed (ROCE), Return on Average Assets (ROAA) and firm vaue by Earning per share (EPS) and Market Value to Book Value (MB). Data Envelope Analysis was also used as Non parametric Tool for cohering research findings

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2010

Dr. V. Murale and Ashrafali, A., “Impact of intellectual capital on firm value: a panel data analysis of Indian IT firms”, Advances in Management, vol. 3, no. 7, 2010.[Abstract]


Human capital of a firm may be viewed as consisting of highly skilled, creative, motivated, collaborative and knowledgeable people who understand the dynamic business environmental context and the competitive logic of their enterprise and the critical requirements thereof. They understand and realize their own broad role and responsibility for the vision, values and competitive viability of their organization. For this purpose, they continually learn, develop, share, integrate and use their knowledge both individually and collaboratively to cultivate enterprise competencies/ capabilities, innovation, expertise and speedy business processes in a proactive manner. They are focused on the success of their enterprise in facing the challenges of both today and tomorrow.

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2007

Dr. V. Murale and S. Smrithy, S., “An Empirical Analysis of Oliver’s Model”, Journal of Contemporary Research in Management, vol. 1, no. 1, 2007.

Publication Type: Conference Proceedings

Year of Publication Title

2016

Dr. V. Murale, R., P., and Kashturika, K., “A Qualitative Inquiry into Career Expectations of Indian Gen Y”, 3rd International HRM Conference,Hyderabad; March 9-11. Emerald Publications and ICFAI Business School, IFHE University, Hyderabad,India., 2016.

2015

Dr. V. Murale, Preetha, R., and Singh, J., “Employee Commitment and Patient Satisfaction: An Initial Reflection from Indian Healthcare Sector”, The 3rd International Conferenceon Management, Marketing, Tourism, Retail. 2015.

2015

Dr. V. Murale and Vandana, M., “Factors Influencing Job-Offer Acceptance Among Campus Recruits”, 12th Conference of the European Sociological Association - International Tier 1 Conference. Institute of Sociology of the Czech Academy of Sciences, Prague, 2015.

2013

Dr. V. Murale and Preetha, R., “An Integrated Approach towards Legitimization of Single Case Design-working paper”, SIMSARC 13 Shaping the Future of Business and Society, Pune, vol. 11. Procedia:Social & Behavoural Sciences, ELSEVIER, pp. 812 – 818 , 2013.[Abstract]


Single case study design has contributed very much to the theory development in like social science disciplines and their use has been declined drastically over the last few decades with the recent advances in quantitative sciences, and the focus of research community has almost entire shifted to quantitative aspects of the studies. However in recent past the single design case studies started gaining attention of scholars. Our study helps in setting up criteria for validating the single case study design.

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2013

Dr. V. Murale and G Raju, P., “Networks Analysis for Mapping Knowledge Flows: A Case Study from India”, 3rd IAM conference: Rethinking Management Theory & Practice in the Present Indian Economic Context. Indian Institute of Management, Ahmedabad, 2013.[Abstract]


Knowledge Management literature lays emphasis on the fact that a major chunk of knowledge dissemination occurs through the various forms of social networks that exist within the organizations.. A social network is a simple structure comprising of set of actors or nodes that may have relationships ties with one another. The social network analysis will helps in mapping and measuring formal and informal relationships to understand what facilitates or impedes the knowledge flows that bind interacting units. This paper aims at studying the knowledge flows that happens through the social networks. It first, provides a review of literature on the recent research and application of knowledge mapping and SNA, followed by a discussion of the concepts of SNA and KNA. In the conclusion part of this study knowledge maps are presented to illustrate the actual knowledge flow that happens through the social networks that exists in the firm.

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