ARUL RAMANATHA PILLAI
@facultyerp.sjctni.edu
ASSISTANT PROFESSOR DEPARTMENT OF COMMERCE
ST.JOSEPH'S COLLEGE AUTONOMOUS TIRUCHIRAPPALLI
EDUCATION
M.COM M.B.A M.PHIL, Ph.D
RESEARCH, TEACHING, or OTHER INTERESTS
Arts and Humanities, Business, Management and Accounting, General Business, Management and Accounting, Accounting
Scopus Publications
Scholar Citations
Scholar h-index
Scholar i10-index
Scopus Publications
Balamuralikrishnan Chakkravarthy, Francis Gnanasekar Irudayasamy, Arul Ramanatha Pillai, Rajesh Elangovan, Natarajan Rengaraju, and Satyanarayana Parayitam
MDPI AG
The present paper aims to empirically examine the effect of promoters’ holdings and institutional holdings on dividend payout ratio and the firm value. Most importantly, this paper explores the age and size of the firm as the moderators in the relationships. Data collected from 23 companies from India and 253 data points were analyzed to test the hypothesized relationships. The results indicate that promoters’ holdings and institutional holdings are positively associated with dividend payout ratio and firm value. Further, moderator hypotheses suggest that (i) firm age moderates the relationship between promoters’ holdings and dividend payout ratio, (ii) firm size moderates the relationship between institutional holdings and dividend payout ratio, (iii) firm age moderates the relationship between promoters’ holdings and firm value, and (iv) firm size moderates the relationship between institutional holdings and firm value. The implications for theory and practice are discussed. The conceptual model developed and tested in this research contributes to both the literature on dividend payout ratio and firm value and to the needs of institutional investors interested in increasing the firm value.
Pavithra Sivagnanam, Arul Ramanatha Pillai, Rajesh Elangovan, and Satyanarayana Parayitam
Wiley
AbstractThe COVID‐19 global pandemic has adversely affected educational institutions worldwide, resulting in frequent mandatory lockdowns and social distancing rules. After waiting for a brief period, most organizations, including educational institutions, moved their operations from traditional in‐class to virtual, web‐based teaching‐learning. As a result of unprecedented change, faculty, students, and administrators faced several challenges. However, how the educational institutions were coping with this challenging situation remained an important question. To address this, we present Knowledge Management Process (KMP), Knowledge Management System Infrastructure (KMSINF), and Knowledge Management System Quality (KMSQU) as resilient strategies to convert the challenges into opportunities. Using the KM processes and practices, a complex model is constructed to positively influence employee commitment, performance, and job satisfaction. A survey instrument was used to collect data from 747 faculty members from 14 higher educational institutions in the southern part of India. After testing the measurement properties using the Lisrel package of structural equation modeling, the complex model was tested using Hayes PROCESS macros. The results indicate (i) KMP is positively related to performance and employee commitment, (ii) employee commitment mediates the relationship between KMP and performance, (iii) KMSINF moderates the relationship between KMP and employee commitment, (iv) KMSQU moderates the moderated relationship between KMP and KMSINF in influencing the employee commitment, and (v) performance is positively related to job satisfaction. The results suggest that KM processes, system infrastructure, and system quality are effective, resilient strategies to bring educational institutions to normal functioning during the present global pandemic. The implications for KM, employee commitment, and job satisfaction are discussed.
Arvindh Rajasekar, Arul Ramanatha Pillai, Rajesh Elangovan, and Satyanarayana Parayitam
Springer Science and Business Media LLC