Dr Nitin Poluru
| Name | Dr Nitin Poluru |
|---|---|
| Job title | DBI - CPC MA HRM & Development |
| Research institute | |
| Primary appointment | Dubai Campus |
| Email address | N.Poluru@mdx.ac.uk |
| ORCID | https://orcid.org/0000-0001-8501-9795 |
| Contact category | Academic staff |
Biography
Biography Dr. Nitin Vihari brings a rich educational background and extensive
expertise as a Senior Lecturer in the Business School and Campus Programme
Coordinator of MA in Human Resource Management. His academic journey began with
a bachelor’s degree in technology, followed by a master’s in business
administration. He further honed his specialization by obtaining a Doctor of
Philosophy in Human Resource Management from the Indian Institute of
Technology, Roorkee. Dr. Vihari's commitment to excellence in Human Resources is evident
through his active engagement with leading professional bodies. He is an
Academic Member of the Chartered Institute of Personnel and Development (CIPD)
in the UK, a Professional Member of the Australian Human Resource Institute
(MAHRI) in Australia, and a Fellow at the Higher Education Academy, UK. Dr. Vihari has published his research in various international
peer-reviewed journals such as the International Journal of Conflict
Management, Frontiers In Psychology, Global Business Review, International
Journal of Work Organization and Emotion, and many others.
Dr. Vihari's teaching and research interests span Human Resource
Management, Leadership, Organizational Behaviour, and Business Research
Methods. His approach to teaching and learning is both innovative and
insightful, significantly contributing to advancing Human Resource Management
and Development.
Teaching Principles of Leadership and Management Managing and Developing People Organizational Behavior Applied Dissertation Leadership and Management Development
Supervision
External activities
Research outputs
Employee experience: construct clarification, conceptualization and validation of a new scale
Yadav, M. and Vihari, N.S. 2023. Employee experience: construct clarification, conceptualization and validation of a new scale. FIIB Business Review. 12 (3), pp. 328-342. https://doi.org/10.1177/23197145211012501Impact of soft TQM practices on employee work role performance: role of innovative work behaviour and initiative climate
Vihari, N.S., Yadav, M. and Panda, T.K. 2022. Impact of soft TQM practices on employee work role performance: role of innovative work behaviour and initiative climate. The TQM Journal. 34 (1), pp. 160-177. https://doi.org/10.1108/TQM-03-2021-0092Reimagining the fashion retail industry through the implications of COVID-19 in the Gulf Cooperation Council (GCC) countries
Rao, P., Vihari, N. and Jabeen, S. 2021. Reimagining the fashion retail industry through the implications of COVID-19 in the Gulf Cooperation Council (GCC) countries. FIIB Business Review. 10 (4), pp. 327-338. https://doi.org/10.1177/23197145211039580Organisational learning as an innovative determinant of organisational sustainability: an evidence based approach
Vihari, N., Rao, M. and Doliya, P. 2019. Organisational learning as an innovative determinant of organisational sustainability: an evidence based approach. International Journal of Innovation Management. 23 (3). https://doi.org/10.1142/S1363919619500191Empirical linkage between sustainable HRM and organisational flexibility: a SEM-based approach
Vihari, N., Rao, M.K. and Jada, U. 2018. Empirical linkage between sustainable HRM and organisational flexibility: a SEM-based approach. International Journal of Business Innovation and Research. 17 (1), pp. 65-86. https://doi.org/10.1504/ijbir.2018.094198Effects of business model innovation on corporate sustainability: intervening role of organizational learning and strategic flexibility
Vihari, N. 2019. Effects of business model innovation on corporate sustainability: intervening role of organizational learning and strategic flexibility. International Journal of Innovation and Learning. 26 (2), pp. 131-154. https://doi.org/10.1504/IJIL.2019.101275Corporate social responsibility, governance and financial constraints in Indian listed firms
Kumar, S., Sasidharan, A., Olasiuk, H. and Vihari, N.S. 2023. Corporate social responsibility, governance and financial constraints in Indian listed firms. Global Business Review. https://doi.org/10.1177/09721509231152703The impact of LMX and job stress on service quality of police personnel through the mediating role of job satisfaction and moderating role of social support
Yadav, M., Naim, M., Poluru, N.V., Joshi, Y. and Srivastava, A.P. 2024. The impact of LMX and job stress on service quality of police personnel through the mediating role of job satisfaction and moderating role of social support. FIIB Business Review. https://doi.org/10.1177/23197145241244596Enhancing student authenticity and engagement through gamification and problem-based learning in higher education
Poluru, N.V. 2024. Enhancing student authenticity and engagement through gamification and problem-based learning in higher education. in: Marcão, R. and Santos, V.R. (ed.) Enhancing Engagement With Gamification: Education, Business, and Healthcare Perspectives IGI Global. pp. 29-52Effect of mindfulness on online impulse buying: Moderated mediation model of problematic internet use and emotional intelligence
Vihari, N., Sinha, N., Tyagi, A. and Mittal, S. 2022. Effect of mindfulness on online impulse buying: Moderated mediation model of problematic internet use and emotional intelligence. Frontiers in Psychology. 13. https://doi.org/10.3389/fpsyg.2022.1012331The e-commerce supply chain and environmental sustainability: an empirical investigation on the online retail sector
Rao, P., Balasubramanian, S., Vihari, N., Jabeen, S., Shukla, V. and Chanchaichujit, J. 2021. The e-commerce supply chain and environmental sustainability: an empirical investigation on the online retail sector. Cogent Business & Management. 8 (1), pp. 1-29. https://doi.org/10.1080/23311975.2021.1938377Sustainable HRM as a contextual antecedent of organizational effectiveness- a moderated mediation model
Vihari, N. and Rao, M. 2019. Sustainable HRM as a contextual antecedent of organizational effectiveness- a moderated mediation model. International Journal of Human Resources Development and Management. https://doi.org/10.1504/IJHRDM.2019.104338Antecedents and consequences of sustainable human resource management: empirical evidence from India
Vihari, N. and Rao, M. 2018. Antecedents and consequences of sustainable human resource management: empirical evidence from India. Jindal Journal of Business Research. https://doi.org/10.1177/2278682117754015Business model innovation and organisational mindfulness as determinants of corporate sustainability: an empirical study
Vihari, N.S. and Rao, M.K. 2017. Business model innovation and organisational mindfulness as determinants of corporate sustainability: an empirical study. International Journal of Business Innovation and Research. 13 (2), pp. 238-254. https://doi.org/10.1504/ijbir.2017.083541Relationship between human capital management and organisational performance: an empirical evidence from select Indian banks
Vihari, N., Singh, B. and Rao, M. 2016. Relationship between human capital management and organisational performance: an empirical evidence from select Indian banks. International Journal of Learning and Intellectual Capital. 13 (1), pp. 1-26. https://doi.org/10.1504/ijlic.2016.074343Confrontations of contingent workforce in supeready industries: a case study
Vihari, N., Rao, M. and Sathish, G. 2015. Confrontations of contingent workforce in supeready industries: a case study. International Journal of Teaching and Case Studies. 6 (3), pp. 231-243. https://doi.org/10.1504/IJTCS.2015.072630Effects of organisational ambidexterity and change for sustainability on organisational effectiveness: empirical evidence from India
Vihari, N. and Rao, M. 2014. Effects of organisational ambidexterity and change for sustainability on organisational effectiveness: empirical evidence from India. International Journal of Sustainable Strategic Management. 4 (4), pp. 376-388. https://doi.org/10.1504/IJSSM.2014.070856212
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