Sameer Pingle

@scmsnagpur.edu.in

Associate Professor and Director
Symbiosis Centre for Management Studies,Nagpur



                 

https://researchid.co/sameerpingle

r.Sameer Pingle has over two decades of experience in corporate and management education. He has worked with institutes of repute, like NMIMS, Indore campus, and Nirma University, Ahmedabad, in the past. He has been a visiting professor to IIT- Gandhinagar, IIM- Nagpur, Ahmedabad Management Association, and many others. He visited the Hof University of Applied Sciences, Hof, Germany, thrice and received the ERASMUS Fellowship in 2017 as part of International Teaching Week. There are many awards to his credit from reputed associations like AIMS, ISTD, HEF, NIPM, KRDWG, ULektz, Jagranjosh, B-School Affairs, Lexicon Group of Institutes, MTC Global, DKRF, Nirma University for research, teaching and administration and also an International award from Hof university for teaching excellence. He has guided six doctoral scholars and conducted management development programmes for reputed organizations from India and abroad. He has done consulting assignments with organizations like Shriram Grou

EDUCATION

PhD; MBA; BE

RESEARCH, TEACHING, or OTHER INTERESTS

Organizational Behavior and Human Resource Management, Strategy and Management, Industrial relations, Business and International Management

FUTURE PROJECTS

Career Management


Applications Invited
Collaborators

Expatriate Management


Applications Invited
International Collaborators
7

Scopus Publications

406

Scholar Citations

11

Scholar h-index

14

Scholar i10-index

Scopus Publications

  • Effect of organisational culture on employer branding and resultant employee brand equity in the private banking sector
    Rajwinder Kaur, Sameer Pingle, and Anand Kumar Jaiswal
    Emerald
    PurposeThis research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.Design/methodology/approachThe present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.FindingsThe study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.Originality/valueThe originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

  • A bibliometric analysis of digital advertising in social media: the state of the art and future research agenda
    Subhajit Pahari, Anupam Bandyopadhyay, Vijay Kumar V. M., and Sameer Pingle
    Informa UK Limited

  • Does motivation differ across generations? A two-wave study
    Tanvi Paras Kothari, Sameer Sudhakar Pingle, and Anushree Karani Mehta
    Emerald
    PurposeThe main objective of the study was to understand the impact of intrinsic and extrinsic motivation on productivity at two different times: before and after the pandemic era, among middle and top-level professionals across India.Design/methodology/approachThe study has adopted a shortitudinal approach. The data were collected two times from the same respondents: before the pandemic (T1) and after the pandemic (T2) following the convenience sampling. At T1, we received responses from 321 respondents. At T2, we received only 203 responses while contacting the same respondents. Thus, the final sample size was only 203 respondents.FindingsThe results revealed that in the pre-pandemic times, both intrinsic and extrinsic motivation impacted the productivity of middle and top-level professionals. Further, the study also revealed that only intrinsic motivation impacted productivity after the pandemic. Moreover, generational cohorts (pre-liberalization, early-liberalization and rapid growth generations) moderated the relationship between intrinsic and extrinsic motivation and Productivity at T1 and T2.Research limitations/implicationsWoven in the multiple theories, the study has some practical and theoretical nuances. The intrinsic and extrinsic motivations were rooted in the self-determination theory. The results also supported that extrinsic reward cannot increase intrinsic motivation in difficult times, and only intrinsic motivation is constant at all times, contributing to productivity. The HR department should understand the importance of intrinsic motivation and design employee benefits and policies.Practical implicationsThe results also supported that extrinsic reward cannot increase intrinsic motivation in difficult times, and only intrinsic motivation is constant at all times, contributing to productivity. The HR department should understand the importance of intrinsic motivation and design employee benefits and policies.Originality/valueFollowing the generational view, the study added that different generation reacts differently to the turbulent times.

  • Shared Identity and Career Priority: A Study of Dual Career Couples


  • Role of e-learning technology and culture on learning agility: An empirical evidence
    Susmita Ghosh, Ashutosh Muduli, and Sameer Pingle
    IOS Press
    BACKGROUND: The complexity and dynamism involved in the current business environment requires agile workforce. Workforce agility requires learning agility which is the capability to acquire knowledge willingly, quickly and effectively. Promoting learning agility requires organisations to explore and identify facilitator or barriers for higher performance. In this context, organisational culture and E learning technology may play an important role to promote learning agility for better performance. OBJECTIVE: The study aims to investigate the role of culture and e-learning technology on learning agility. In detail, the research examines the relationship between learning agility and outcome. Further, the research also seeks to examine the mediating relationship of culture and e-learning between learning agility and outcome. METHODS: The survey-based research has been designed following validated survey instruments. Data collected from 776 executives across all levels has been analysed using structural equational modelling using IBM AMOS software. RESULTS: The result proved learning agility significantly related with outcome. Secondly, culture and e learning technology mediate between learning agility and outcome. The result suggests organisations to nurture suitable culture and adopt e-learning technology to facilitate effective learning agility. CONCLUSIONS: Learning agility is critical for making workforce and business agile. The unpredictable and complex business environment can be managed through agile learners. Organisations need to nurture and adopt suitable culture and technology for better performance.

  • Shared identity: Development and validation of a scale


  • Employer Branding in the Indian Armed Forces Context: A Comparative Study of Potential Defence Applicants and Defence Employees
    Rajwinder Kaur and Sameer S. Pingle
    SAGE Publications
    Indian Armed Forces are one of the largest organizations around the globe. Joining the forces is based on the voluntary service. Hence, it is important and critical for the armed forces to attract skilled talent and also to retain the current employees. This research is based on the study of instrumental and symbolic attributes related to Indian Armed Forces as an employer brand. The attractiveness of the Indian Armed Forces as an employer for potential candidates and the current employees of the armed forces is also studied. A sample of 200 people was used (150 potential candidates and 50 current employees) for studying the perceptions of potential and current employees. Results showed that there is significant difference between the perceptions of potential candidates and current employees for the instrumental functions related to Indian Armed Forces. Potential candidates were more favourable towards the instrumental function. The perceptions regarding ‘symbolic functions’ and ‘the Indian Armed Forces attractiveness as an employer’ were explained in similar proportion between the potential candidates and the current employees.

RECENT SCHOLAR PUBLICATIONS

  • A bibliometric analysis of digital advertising in social media: the state of the art and future research agenda
    S Pahari, A Bandyopadhyay, VK VM, S Pingle
    Cogent Business & Management 11 (1), 2383794 2024

  • Does motivation differ across generations? A two-wave study
    TP Kothari, SS Pingle, A Karani Mehta
    Evidence-based HRM: a Global Forum for Empirical Scholarship 2024

  • Effect of organisational culture on employer branding and resultant employee brand equity in the private banking sector
    R Kaur, S Pingle, AK Jaiswal
    International Journal of Bank Marketing 42 (2), 258-300 2024

  • Shared Identity and Career Priority: A Study of Dual Career Couples
    TP Kothari, S Pingle, A Muduli
    SCMS Journal of Indian Management 20 (4), 44-59 2023

  • Application of an Exploratory Factor Analysis to understand the Employees Perception on Reward Management Practices in Pharmaceutical Industry
    S Dahagam, S Pingle
    Management Insight 17 (02), 31-46 2021

  • Shared Identity & Work-life Roles
    TP Kothari, S Pingle
    Indian Journal of Industrial Relations 57 (2), 307-318 2021

  • Social media recruitment and culture: an empirical study
    A Muduli, J Trivedi, S Pingle
    International Journal of Indian Culture and Business Management 22 (3), 364-382 2021

  • Social Media Recruitment and Culture: An Empirical Study
    DJ Trivedi, A Muduli, SS Pingle
     2020

  • Human Resource Development and MSME Development
    DM Pestonjee, S Pal
    Bookwell 2020

  • A Study of Talent Acquisition Practices at University Affiliated Private Engineering Colleges in Tamilnadu
    M Parthsarathy, S Pingle
    Institute of Management, NU 2020

  • Dual career couples: Development of concept matrix
    TP Kothari, S Pingle
    Prestige International Journal of Management and Research, 30 2020

  • Mitigate supply chain vulnerability to build supply chain resilience using organisational analytical capability: A theoretical framework
    N Agrawal, S Pingle
    International Journal of Logistics Economics and Globalisation 8 (3), 272-284 2020

  • Role of e-learning technology and culture on learning agility: An empirical evidence
    S Ghos, A Muduli, S Pingle
    Human Systems Management, 1-14 2020

  • Nirma University Journal of Business and Management Studies: Volume 2, Issues 3 and 4 (July-December 2019)
    R Chainani, BV Pathak, VV Nair, M Parthasarathy, S Pingle
    IndraStra Global e-Journal Hosting Services 2019

  • Shared Identity: Development and Validation of a Scale
    S Pingle, T Kothari
    SCMS Journal of Indian Management 2019

  • Shared Identity: Development and Validation of a Scale.
    TP Kothari, S Pingle
    SCMS Journal of Indian Management 16 (4) 2019

  • A comparative study of effectiveness of online-recruitment in manufacturing and service sector in Nashik
    RM Kulkarni, SS Pingle
    Abhigyan 37 (2), 39-47 2019

  • Employer Attractiveness
    SS Pingle, R Kaur
    Indian Journal of Industrial Relations 55 (1), 153-166 2019

  • ANKUR'S DILEMMA: An Indian Expatriate in Denmark.
    S Dabral, S Pingle
    NICE Journal of Business 13 (2) 2018

  • Employer branding in the Indian armed forces context: A comparative study of potential defence Applicants and defence employees
    R Kaur, SS Pingle
    Vision 22 (2), 199-210 2018

MOST CITED SCHOLAR PUBLICATIONS

  • ‘External Employer Attractiveness: A Study of Management Students in India’
    S Pingle, A Sharma
    The Journal- Contemporary Management Research, 78-95 2013
    Citations: 67

  • Role of e-learning technology and culture on learning agility: An empirical evidence
    S Ghos, A Muduli, S Pingle
    Human Systems Management, 1-14 2020
    Citations: 63

  • What Makes an Attractive Employer: Significant Factors from Employee Perspective?"
    S Pingle, H Sodhi
    Anvesha, 18-25 2011
    Citations: 40

  • PERSONALITY TRAITS AND TEACHING STYLE OF MANAGEMENT TEACHERS: AN EMPIRICAL STUDY.
    TP Kothari, SS Pingle
    Journal of contemporary management research 9 (2) 2015
    Citations: 29

  • Performance Management in Institutes of Higher Education Through Balanced Scorecard
    S Pingle, K Natasha
     2011
    Citations: 25

  • Mitigate supply chain vulnerability to build supply chain resilience using organisational analytical capability: A theoretical framework
    N Agrawal, S Pingle
    International Journal of Logistics Economics and Globalisation 8 (3), 272-284 2020
    Citations: 19

  • A Comparative Study of the HRM Practices in Small and Medium Enterprises.
    SS Pingle
    IUP Journal of Management Research 13 (1) 2014
    Citations: 19

  • Employer branding in the Indian armed forces context: A comparative study of potential defence Applicants and defence employees
    R Kaur, SS Pingle
    Vision 22 (2), 199-210 2018
    Citations: 17

  • Study of talent acquisition practices—A review on global perspective
    M Parthasarathy, S Pingle
    International Journal of Emerging Research in Management & Technology 3 (11 2014
    Citations: 16

  • Effect of organisational culture on employer branding and resultant employee brand equity in the private banking sector
    R Kaur, S Pingle, AK Jaiswal
    International Journal of Bank Marketing 42 (2), 258-300 2024
    Citations: 11

  • DRIVERS OF EMPLOYEE ENGAGEMENT AT GVK EMRI, GUJARAT.
    B Thomas, S Pingle
    Journal of Strategic Human Resource Management 6 (2) 2017
    Citations: 11

  • Social media recruitment and culture: an empirical study
    A Muduli, J Trivedi, S Pingle
    International Journal of Indian Culture and Business Management 22 (3), 364-382 2021
    Citations: 10

  • CSR governance addressing social issues: A critical review
    S Sarkar, S Pingle
    South Asian Journal of Management 25 (1), 1-28 2018
    Citations: 10

  • Creativity: An assessment of teachers and students
    S Parashar, S Pingle
    University Journal of Research 1 (01), 124-139 2015
    Citations: 10

  • Establishing the relationship between marketing specialization and personality traits among management students
    TP Kothari, SS Pingle
    Paradigm 19 (2), 170-183 2015
    Citations: 8

  • Organizational impact of psychological contract: An empirical study
    S Jha, S Pingle
    Review of Knowledge Management 5 (1/2), 31 2015
    Citations: 8

  • Industrial Relations And Labour Laws 2nd ed
    A Monappa, P Selvaraj, R Nambudiri
    McGraw Hill 2012
    Citations: 8

  • Employer Attractiveness
    SS Pingle, R Kaur
    Indian Journal of Industrial Relations 55 (1), 153-166 2019
    Citations: 5

  • Shared Identity: Development and Validation of a Scale.
    TP Kothari, S Pingle
    SCMS Journal of Indian Management 16 (4) 2019
    Citations: 4

  • An Empirical Study of Expatriate Expectations in IT/ITES Sector from Human Resource Management Perspective.
    SS Pingle, V Sood
    Journal of Contemporary Management Research 5 (2) 2011
    Citations: 4