Sharma, Subhash, 'Development STEPS', in 'Vision Karnataka 2025: Strategies and Action Plans for Sustainable Development', edited by D.Jeevan Kumar & Susheela Subrahmanya, Southern Economist, Bangalore, December 2001, pp.295-298: This paper presents the idea of STEPS model as a basis for wholistic development of societies. In this model, five aspects of development include the Social, Technological, Economic, Political and Spiritual development. By taking this wholistic approach, a balanced development of the society can be achieved through LPG and LPG m (Local Products in Global Markets) strategy.

Sharma, Subhash, 'Towards A Confluence of Civilizations: A Lesson from Indian Ethos and Indianity', Southern Economist, Vol.40, No.17, January 1, 2002, pp.11-14: This paper highlights the need for developing a philosophy of 'confluence of civilizations' as a counter to the Huntington's idea of 'clash of civilizations'. It argues that Indian ethos and the concept of Indianity can provide a conceptual foundation for initiating a dialogue towards confluence of civilizations rooted in the Indian idea of 'world as a family' (Vasudhaiv Kutumbhakam). The integrative approach of Indian civilization can provide some new lessons for the confluence of civilizations.

Sharma, Subhash, 'Radical Change Management (RCM): From Managing Pyramids To Managing in Chaos', Paradigm, Vol.6, No.1, January-June 2002, pp.1-9: Nature of organizations has been changing over the last fifty years. At one point of time, paradigm of pyramid provided the basis for creation and development of organizations. However, in due course a new paradigm evolved, i.e. matrix. Matrix organizations became the buzzword originating from the project management approach to creation and development of organizations. With the advent of Information Technology, a new concept and a new metaphor was evolved for designing or organizations. The metaphor of network / wired network provided the basis for creation and development of organizations. Since the organizations are now experiencing chaos, this paper argues for a new metaphor i.e. the metaphor of chaos, which deals with dissipative structures as a basis for organizations to operate in chaotic environment. A paradigm shift from managing pyramids to managing dissipative structures, which results in radical change management, is being emphasized in this paper.

Sharma, Subhash, 'Towards A New Development Vision', Southern Economist, Vol.41, No.1, May 1, 2002, pp.39-44: To survive, succeed and thrive in a competitive era is a new challenge for which a new vision is required. For any development vision, a conceptual framework is required. In this article, five inter-related models are presented to articulate the new vision, viz. Development Matrix for Development Agenda, Development STEPS (Social, Technological, Economic, Political & Spiritual), HOPE (Higher Order Purpose of Existence) Model, From Strength to Strategy Model and Rediscovery of India: Revitalizing the Nation. These five models are integrated together to articulate a holistic development vision.

Sharma, Subhash, 'Knowledge Generation Windows, Grounded Praxis and the TASK Learning Model: Knowledge Management and Learning Models in Knowledge Organizations', Abhigyan, Vol.20, No.2, April-June 2002, pp.7-15: With the advent of 'new economy', a new paradigm of management is emerging. While, the concept of Total Quality Management (TQM) belonged to the brick and mortar economy, the idea of Total Knowledge Management (TKM) belongs to the 'new economy' and the high tech era. A transition from TQM to TKM has already occurred with the recognition of 'knowledge' as an important asset of organization. The focus of new age management thinking is on knowledge, knowledge leadership and knowledge workers. It is in this context, the ideas of knowledge generation windows, 'grounded praxis' and the TASK learning model acquire importance.

Sharma, Subhash, 'Human Resource Development in a New Era: Contours of New Age HRD', in 'Blending the Best of the East and the West in Management Education', edited by Subir Chowdhury & Sangeeta Bhattacharjee, Excel Books, New Delhi, 2002, pp.192-212: This paper is divided into two parts. In part-I conceptual models and frameworks for management theories and HRD concepts tracing their theoretical underpinnings and conceptual foundations are presented. In part-II, a model for future directions of development of HRD rooted in knowledge foundations of knowledge era and psycho spiritual foundations of Indian ethos are provided.

Sharma, Subhash, 'Corporate Rishi Leadership Model: An Indian Model for Corporate Development & Ethical Leadership', in 'Human Resource Development in Asia: Trends & Challenges', edited by Udai Pareek, Aahad M.Osman-Gani, S.Ramanarayan & T.V.Rao, Oxford & IBH, New Delhi, 2002, pp.291-296: The paper provides a review of Indian models of leadership, conceptualized and developed by Indian scholars on the basis of conceptual and empirical research. Taking cognizance of these models and the Indian model of Corporate Development, rooted in the ideas of human welfare and ethical profits, author suggests a new model viz. Corporate Rishi Model, wherein Rishi leadership is defined in terms of leader's ability to Re-see the things, events and actions around him or her in new perspectives. As illustrations of this model, author mentions the examples of Narayanmurthy and Premji who are considered by many as 'Corporate Rishis' because of their high standards of ethical leadership.

Sharma, Subhash, 'Markets, State and Society in the New Age: Towards Holistic Development and Management', Southern Economist, Vol.41. No.17, January 1, 2003, pp.9-12: This paper is divided into two parts. In part-I, a typology of markets taking into cognizance the emergence of future markets and cyber markets as a dominance phenomenon and as a means of wealth generation in today's world, is presented. In part-II, a need for a new vision based on balancing between the market values and the social values is suggested, which in turn leads towards the concept of holistic development and management.

Sharma, Subhash, 'Towards A Holistic Vision of Development', Southern Economist, Vol.41, No.20, February 15, 2003, pp.9-11: Paper presents a holistic view of development and role of corporates within the perspective of a holistic view. The holistic view suggests a convergence of the various 'arrows of development' represented by corporate development, institutional development, entrepreneurship and grassroots development. In knowledge economy, knowledge is the driving force. Accordingly, the paper presents a model of knowledge economy in the form of K*LCM wherein K denotes knowledge, and L, C, M denote Labour, Capital and Management. The symbol * is indicative of the multiplier effect or the leverage impact that Knowledge (K) factor provides to the other factors.

Sharma, Subhash, '3T Model of Management and Leadership: Towards Holistic Management Approach', Management Perception, January - June 2003, Vol.5, No.1, pp.50-56: The paper conceptualizes the ‘3T Model of Management and Leadership’ revolving around the three approaches to human affairs viz., transactional approach, transformational approach and transcendental approach. The model puts forward a generic framework which can be effectively applied to different aspects of life, work and human existence. While observing the existence of ‘transactional’ and ‘transformational’ leadership cultures in organizations and society, the paper draws upon the current trend of management thought moving towards the ‘transcendental’ form of management and leadership. Accordingly, the paper advances to apply the 3T model for personality analysis, work motivation and communication.

Sharma, Subhash, 'Towards Corporate VEDA: Indian Ethos and Corporate Development', Journal of Human Values, July - December 2003, Vol.9, No.2, pp.163-172: This paper suggests the metaphor of 'Veda' as a foundation for creating new knowledge for corporate development. Paper suggests the need for a new integration of Western Management, Japanese Management and Indian Management concepts to evolve new management concepts suitable to the new knowledge era in which modern organizations are now operating.

Sharma, Subhash, 'Towards Increasing Per Capita Happiness: Beyond the Western Models of Self-Development', in Conference Proceedings of the 14 th Shankara Darshana Management Conference on 'Shaastraas for Shaanti (Scriptures for Peace)', organized by Sri Sringeri Sharada Institute of Management, New Delhi in collaboration with Meenakshi College for Women, held at Chennai, December 6, 2003: Drawing upon new age ideas, paper takes us beyond the Western models such as Kohlberg's moral development model etc., paper suggests three levels of struggles viz. struggle for existence, struggle for betterment and struggle for values. It also identifies three stages of existence viz. competition, co-operation and symbiosis. These ideas constitute the foundation for new models of self-development that take us beyond the Western models. These models help in stress management and creating work place happiness.

Sharma, Subhash, 'Human Quality Development (HQD) Models: Implications for Leadership and Corporate Management', in 'Developing Leaders, Teams and Organizations', edited by Anup K Singh & Daisy Chauhan, Excel Books, 2003, New Delhi, pp.137-154: The usage of the expression ‘resource’ in Human Resource Development (HRD) has been a subject of introspection as well as questioning. ‘Resource’ has both a positive as well as a negative connotation. It is often said that the expression ’resource’ tends to demean the human beings as they are put at par with the raw material and other inanimate resources. Resource also implies that human beings are merely a factor of production, the traditional view of economists. This view needs a change, as human beings are co-creators of wealth rather than merely a ‘factor of production’. The new idea leads us to the idea of Human Quality Development (HQD) as a foundational premise to improve the work place environment and to improve the quality of product and services. This paper presents conceptual models of HQD that are useful not only at the individual level but also for the social and organizational contexts.

Sharma, Subhash, 'Organization Development & Management (ODM): Five Forms of Capital as Holistic Development Framework', in 'Strategic Human Resources Management', edited by S.K.Prasad, Siraj Ur Rahman & G.Pandu Naik, Institute of HRD, Bangalore, 2003, pp.3-11: The paper while identifying the four strong forces of development viz., corporate development, institution development, entrepreneurship development and grassroots development, which need to flow in harmony for holistic development, identifies the four supporting forces viz., enlightened leadership, technology, management and information technology, that drive the above arrows of development. The author while taking note of the fact that these forces exist in abundance in the country, identifies a need for synchronization among these forces. The ‘Organization Development and Management’ (ODM) model encompasses five forms of capital viz., physical capital, human capital, knowledge capital, social capital and spiritual capital. Accordingly, based on these factors, the paper advances to put forward a new ranking mechanism of development, which besides altering the fundamental definition looks beyond the present ‘human development index’ and suggests ‘holistic development index’. Further, the paper proceeds to apply the ODM model for corporates in order to create new benchmarks of excellence. The paper while identifying the emergence of a new model in the contemporary knowledge era notes the need for modern day managers to adopt to the new model.

Sharma, Subhash, 'New Corporate Model in the Era of Holistic Vision: Towards the Concepts of Total Values Chain and the Value Chain Matrix', Chinmaya Management Review, Vol.4, No.1, January 2004, pp.6-11: Corporate have come to acquire a dominant role in the society, influencing the interactions between individuals, organizations and society. For a holistic vision of development, a new conceptual framework distinct from socialistic and capitalistic vision is needed. While socialistic vision was a ‘political vision’ with emphasis on distribution of wealth without caring much for wealth generation, the capitalistic vision was an ‘economic vision’ aimed at wealth generation. However, wealth generation was largely self oriented and for selfish ends. In holistic vision, the emphasis is on wealth generation with values. Thus, holistic vision is a ‘managerial and ethical vision’ of the world. Rooted in this paradigm, this paper suggests a 3H framework of holistic development represented by H1: Happy Individuals, H2: Holistic Corporate Management, H3: Harmonic Society. Accordingly, the paper explores the processes of ‘wealth generation with values’ and develops the concepts of ‘Total Values Chain’ and ’Values Chain Matrix’ rooted in the 3H vision of holistic development of the society as a foundational basis for the new corporate model.

Sharma, Subhash, 'Intellectual Property Rights and Social Discourse: Frameworks of Analysis to Protect Traditional Knowledge and Folklore Wisdom', Southern Economist, Vol.43, No.1, May 1, 2004, pp.17-20: Paper presents the IPR debate in terms of social discourse. Paper also looks at the IPR issue from a philosophical perspective and managerial approach. It accordingly argues that IPR should be viewed not only from the viewpoint of 'strategic management' but also from the viewpoint of business ethics and 'Corporate Social Dharma' (CSD). Paper also redefines the concept of 'swadeshi' in the context of IPR.