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M S Srinivasan

Biographic Data

ID6834275
NAMEM S Srinivasan
GIVEN NAMESM S
FAMILY NAMESrinivasan
SIGNATURESRINIVASAN M S
AFFILIATIONSNational Institute of Water and Atmospheric Research
ORCID0000-0003-0555-235X
VERIFIEDYes
TOTAL WORKS9
TOTAL CITATIONS6
WORKS AS AUTHOR9
WORKS AS EDITOR0
FIRST PUBLICATION YEAR2003
LATEST PUBLICATION YEAR2025
H-INDEX1
  • Trees and water

    Open Access•Grace B Villamor, Meine Van Noordwijk et al.•ARTICLE•People and Nature•2025

    Landowners' conceptualisation of the connection between trees and water matters for their land‐use decisions and the allocation of water resources in general. Tree–water interactions are commonly explored and explained through a biophysical lens where competing demands for water from other land uses, such as plantation forests and horticulture, are important. However, other values (positive or negative) can also play a role. Using a mixed method …

  • The Cycle of Trust Building, Co-Learning, Capability Development, and Confidence Building

    M S Srinivasan, Graham Elley•ARTICLE•Case Studies in the Environment•2018

    Through learnings and reflections from a water-use efficiency (WUE) pilot study, this paper examines the use of co-innovation. Led by hydrologists, this paper tracks the cycle of trust building among stakeholders, co-learning of WUE problem, co-developing of possible solutions and practices, identifying the need for capability development to overcome constraints, and finally enabling confidence among stakeholders in adapting new practices. The hy…

  • Co-innovation to increase community resilience

    Open Access•Simon Fielke, M S Srinivasan•ARTICLE•Sustainability Science•2017•Cited by: 3•References: 34

  • Integrating Workforce Diversity in Global Business

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2015

    The present paradigm on management of diversity in global business is not very much interested in integrating diversity or in creating unity in diversity. The main aim of corporate diversity management strategies is to harness the diversity for sustaining or enhancing organizational effectiveness. This is an absolutely legitimate aim for business. However, there can also be deeper and broader perspectives on diversity management, which can be pur…

  • Values for Excellence in Professional Work

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2011•Cited by: 1

    One of the main events of our modern age is the emergence of the professional class or the knowledge-worker as a powerful and influential section of the society. The technocrat, manager, banker, entre-preneur and the finance-pro are some of the dominant types of these professional elite of our age. This brings us to the question, what are the values which can lead to quality and excellence in professional work? Professional excellence is normally…

  • Motivation and Human Growth

    Open Access•Malathi Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2008•Cited by: 1

    Motivation holds the key for harnessing the human potential in an organization. However, in modern management, motivation is used mainly as a strategy for enhancing the efficiency, productivity and performance of the employee. But for a more integral and effective realization of the human potential in an organization, motivation has to be used as a lever for human evolution and development, with enhanced performance as a spontaneous result. This …

  • Organizational Development

    Open Access•Malathi Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2005

    The term ‘organizational development’ is defined in management textbooks as a ‘collection of planned change interventions built on democratic–humanistic values that seek to improve organizational effectiveness and well–being’. But we use the term in a simpler and broader sense as the evolution and development of an organization towards its highest potential. In this article we present the broad outlines of a strategic vision of organizational dev…

  • Business and the Future

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2004

    Business is a representative institution of our times; it represents the spirit of our age. Modern business in general has displaced a remarkable ability to change. But the change yet to come will be something unprecedented. What is the nature of this change? What is the type of vision and sirategy that will help business as a social institution, and the organizations that are part of it, to navigate this evolutionary transition successfully? Or,…

  • The Meeting of Business and Spirituality

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2003•Cited by: 1•References: 1

    Spirituality is now a much talked about subject. All over the world, after a long reign of heavy and soul- stifling materialism, people are seeking for a higher meaning in work and life, beyond the mundane and material aims. So religion and spirituality are coming back with the message of hope and peace. Business, which is a leading institution of our age and employs a large chunk of humanity, cannot escape from this new worldwide trend. Thus, th…

  • Co-innovation to increase community resilience

    Open Access•Simon Fielke, M S Srinivasan•ARTICLE•Sustainability Science•2017•Cited by: 3•References: 34

  • Values for Excellence in Professional Work

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2011•Cited by: 1

    One of the main events of our modern age is the emergence of the professional class or the knowledge-worker as a powerful and influential section of the society. The technocrat, manager, banker, entre-preneur and the finance-pro are some of the dominant types of these professional elite of our age. This brings us to the question, what are the values which can lead to quality and excellence in professional work? Professional excellence is normally…

  • Motivation and Human Growth

    Open Access•Malathi Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2008•Cited by: 1

    Motivation holds the key for harnessing the human potential in an organization. However, in modern management, motivation is used mainly as a strategy for enhancing the efficiency, productivity and performance of the employee. But for a more integral and effective realization of the human potential in an organization, motivation has to be used as a lever for human evolution and development, with enhanced performance as a spontaneous result. This …

  • The Meeting of Business and Spirituality

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2003•Cited by: 1•References: 1

    Spirituality is now a much talked about subject. All over the world, after a long reign of heavy and soul- stifling materialism, people are seeking for a higher meaning in work and life, beyond the mundane and material aims. So religion and spirituality are coming back with the message of hope and peace. Business, which is a leading institution of our age and employs a large chunk of humanity, cannot escape from this new worldwide trend. Thus, th…

  • The Meeting of Business and Spirituality

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2003•Cited by: 1•References: 1

    Spirituality is now a much talked about subject. All over the world, after a long reign of heavy and soul- stifling materialism, people are seeking for a higher meaning in work and life, beyond the mundane and material aims. So religion and spirituality are coming back with the message of hope and peace. Business, which is a leading institution of our age and employs a large chunk of humanity, cannot escape from this new worldwide trend. Thus, th…

  • Business and the Future

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2004

    Business is a representative institution of our times; it represents the spirit of our age. Modern business in general has displaced a remarkable ability to change. But the change yet to come will be something unprecedented. What is the nature of this change? What is the type of vision and sirategy that will help business as a social institution, and the organizations that are part of it, to navigate this evolutionary transition successfully? Or,…

  • Organizational Development

    Open Access•Malathi Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2005

    The term ‘organizational development’ is defined in management textbooks as a ‘collection of planned change interventions built on democratic–humanistic values that seek to improve organizational effectiveness and well–being’. But we use the term in a simpler and broader sense as the evolution and development of an organization towards its highest potential. In this article we present the broad outlines of a strategic vision of organizational dev…

  • Motivation and Human Growth

    Open Access•Malathi Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2008•Cited by: 1

    Motivation holds the key for harnessing the human potential in an organization. However, in modern management, motivation is used mainly as a strategy for enhancing the efficiency, productivity and performance of the employee. But for a more integral and effective realization of the human potential in an organization, motivation has to be used as a lever for human evolution and development, with enhanced performance as a spontaneous result. This …

  • Values for Excellence in Professional Work

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2011•Cited by: 1

    One of the main events of our modern age is the emergence of the professional class or the knowledge-worker as a powerful and influential section of the society. The technocrat, manager, banker, entre-preneur and the finance-pro are some of the dominant types of these professional elite of our age. This brings us to the question, what are the values which can lead to quality and excellence in professional work? Professional excellence is normally…

  • Integrating Workforce Diversity in Global Business

    Open Access•Mahesh Srinivasan, M S Srinivasan•ARTICLE•Journal of Human Values•2015

    The present paradigm on management of diversity in global business is not very much interested in integrating diversity or in creating unity in diversity. The main aim of corporate diversity management strategies is to harness the diversity for sustaining or enhancing organizational effectiveness. This is an absolutely legitimate aim for business. However, there can also be deeper and broader perspectives on diversity management, which can be pur…

  • Co-innovation to increase community resilience

    Open Access•Simon Fielke, M S Srinivasan•ARTICLE•Sustainability Science•2017•Cited by: 3•References: 34

  • The Cycle of Trust Building, Co-Learning, Capability Development, and Confidence Building

    M S Srinivasan, Graham Elley•ARTICLE•Case Studies in the Environment•2018

    Through learnings and reflections from a water-use efficiency (WUE) pilot study, this paper examines the use of co-innovation. Led by hydrologists, this paper tracks the cycle of trust building among stakeholders, co-learning of WUE problem, co-developing of possible solutions and practices, identifying the need for capability development to overcome constraints, and finally enabling confidence among stakeholders in adapting new practices. The hy…

  • Trees and water

    Open Access•Grace B Villamor, Meine Van Noordwijk et al.•ARTICLE•People and Nature•2025

    Landowners' conceptualisation of the connection between trees and water matters for their land‐use decisions and the allocation of water resources in general. Tree–water interactions are commonly explored and explained through a biophysical lens where competing demands for water from other land uses, such as plantation forests and horticulture, are important. However, other values (positive or negative) can also play a role. Using a mixed method …

Sociology (6 works) · Economics (5 works) · Political science (5 works) · Psychology (5 works) · Engineering (4 works) · Epistemology (4 works) · Law (4 works) · Law (4 works) · Public relations (4 works) · Workplace Spirituality and Leadership (4 works)

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