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Article
Publication date: 1 August 2023

Abhishek Mukherjee, Jonathan M. Scott, David Deakins and Paul McGlade

In exploring how small and medium-sized enterprises (SMEs) overcame COVID-19 restrictions by deploying their specific dynamic capabilities to pivot their business models, this…

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Abstract

Purpose

In exploring how small and medium-sized enterprises (SMEs) overcame COVID-19 restrictions by deploying their specific dynamic capabilities to pivot their business models, this article explains the novel approaches that SMEs take and how they have responded to the financial challenges that arose from the pandemic.

Design/methodology/approach

The article adopts a dynamic capabilities lens to explain: (1) the specific financial effects of the relatively “short” (seven week) COVID-19 lockdown during March and April 2020 on SMEs; (2) the barriers they faced; and (3) how they overcame these barriers. The data were collected via semi-structured interviews with the owner-manager or a senior manager in each surveyed SME. The interview data were analysed using NVivo.

Findings

Analysis of the findings revealed five key factors: (1) the capability of SMEs to access external resources, especially entrepreneurial finance; (2) their ability to reconfigure resources and plan for the longer term, yet retain flexibility; (3) how entrepreneurial learning provided the capability to deal with the “unplanned” events/uncertainty; (4) the importance of networking and sources of information; and (5) the remarkable optimism for a future recovery, despite the difficulties of the trading period.

Originality/value

This research fills a unique niche, as no previous studies have examined the resilience and dynamic capabilities of SMEs during a complete lockdown and business shutdown of this magnitude. This context, unprecedented in the history of modern economies, offers a new lens through which to understand the mechanisms of business survival and adaptation in times of severe disruptions. No previous studies have been conducted in unique circumstances during a time when SMEs were faced with such a strict lockdown with travel and business completely shut down.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 29 no. 8
Type: Research Article
ISSN: 1355-2554

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Case study
Publication date: 10 October 2023

Saral Mukherjee, Abhishek and Soundarya Balasubramani

Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on…

Abstract

Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on design, manufacturing and retailing of fashion and costume jewellery items under the brand name of Eternz through different sales channels like exhibitions, retail stores, own website and as an independent seller on e-commerce marketplaces. She initially started selling on Amazon marketplace through a third party, Cloudtail India Pvt. Ltd., and later sold through other e-commerce marketplace operators like Flipkart, Jabong and FirstCry. As her business grew, Arthi planned to add the kids' shoes category and also decided to participate in Bangalore Fashion Week to build the Eternz brand. However, in November 2016, Cloudtail terminated her contract which played havoc with the sales and profitability of her start-up. Neons Fashion LLP (A) provides details of how independent sellers are at the mercy of marketplace operators and ends with the need to review the choices of sales channels for different categories like fashion garments and fashion accessories, and for the upcoming launch of kids' shoes. Neons Fashion LLP (B) describes the events after the Bangalore Fashion Week that ultimately led to closure of business.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management, Ahmedabad

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Case study
Publication date: 10 October 2023

Saral Mukherjee, Abhishek and Soundarya Balasubramani

Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on…

Abstract

Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on design, manufacturing and retailing of fashion and costume jewellery items under the brand name of Eternz through different sales channels like exhibitions, retail stores, own website and as an independent seller on e-commerce marketplaces. She initially started selling on Amazon marketplace through a third party, Cloudtail India Pvt. Ltd., and later sold through other e-commerce marketplace operators like Flipkart, Jabong and FirstCry. As her business grew, Arthi planned to add the kids' shoes category and also decided to participate in Bangalore Fashion Week to build the Eternz brand. However, in November 2016, Cloudtail terminated her contract which played havoc with the sales and profitability of her start-up. Neons Fashion LLP (A) provides details of how independent sellers are at the mercy of marketplace operators and ends with the need to review the choices of sales channels for different categories like fashion garments and fashion accessories, and for the upcoming launch of kids' shoes. Neons Fashion LLP (B) describes the events after the Bangalore Fashion Week that ultimately led to closure of business.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management, Ahmedabad

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Case study
Publication date: 26 September 2023

Abhishek, Saral Mukherjee and Yogita Patra

UrbanClap was setup in October 2014 to address the opportunity of bringing the workforce from the unorganised sector into the mainstream using the power of technology. It was an…

Abstract

UrbanClap was setup in October 2014 to address the opportunity of bringing the workforce from the unorganised sector into the mainstream using the power of technology. It was an on-demand marketplace for services available through a mobile app. In the initial years, UrbanClap, developed as horizontal marketplace, saw intense competition from existing and new players who were operating in the hyperlocal services space. It competed in the on-demand service marketplace by categorising its services into a lead generation business (where it connected customers with the service provider and charged a fee for matchmaking) and a fulfilment business (where UrbanClap took end-to-end responsibility for quality of service delivery). After three and half years of operations, the three co-founders wondered if it was time they moved out of lead generation and instead focussed on the fulfilment business.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

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Abstract

Details

Rural Entrepreneurship: Harvesting Ideas and Sowing New Seeds
Type: Book
ISBN: 978-1-83753-576-7

Available. Content available
Book part
Publication date: 19 February 2025

Abstract

Details

Rural Entrepreneurship: Harvesting Ideas and Sowing New Seeds
Type: Book
ISBN: 978-1-83753-576-7

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Case study
Publication date: 26 September 2023

Saral Mukherjee, Patra Yogita and Abhishek

UrbanClap was setup in October 2014 to address the opportunity of bringing the workforce from the unorganised sector into the mainstream using the power of technology. It was an…

Abstract

UrbanClap was setup in October 2014 to address the opportunity of bringing the workforce from the unorganised sector into the mainstream using the power of technology. It was an on-demand marketplace for services available through a mobile app. In the initial years, UrbanClap, developed as horizontal marketplace, saw intense competition from existing and new players who were operating in the hyperlocal services space. It competed in the on-demand service marketplace by categorising its services into a lead generation business (where it connected customers with the service provider and charged a fee for matchmaking) and a fulfilment business (where UrbanClap took end-to-end responsibility for quality of service delivery). After three and half years of operations, the three co-founders wondered if it was time they moved out of lead generation and instead focussed on the fulfilment business.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

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Article
Publication date: 4 March 2022

Rohit Prabhudesai, Nitin Pangarkar, Ch V.V.S.N.V. Prasad and Abhishek Kumar Sinha

This paper aims to fill a gap in the authors’ understanding of alliance-level and the partner-level alliance performance by analysing the influence of behavioural factors for…

279

Abstract

Purpose

This paper aims to fill a gap in the authors’ understanding of alliance-level and the partner-level alliance performance by analysing the influence of behavioural factors for alliances formed by SMEs. Prior studies on the topic have arrived at inconclusive results. This study plugs gaps in prior studies' approach such as deployment of inconsistent performance measures, and omission of contingent factors.

Design/methodology/approach

The survey method was used to collect responses about 86 alliances of Indian SMEs. The data were analysed using PLS-SEM technique.

Findings

Two relationship capital variables – Trust and Commitment – were found to have differential influence on the two levels of SME alliance performance, and their influence was mediated by the presence of two exchange climate variables – Communication and Conflict.

Research limitations/implications

Since the study employs perceptual measures of performance, it is subject to the limitations of these measures. Similarly, given the relatively small sample size on which analyses were based, the results may need to be replicated in order to generalize the findings.

Practical implications

The study tested a comprehensive model for alliance and partner performance in the context of SMEs. The study's results may be particularly useful to managers of SMEs for focusing on the key factors that influence alliance performance as well as their performance.

Originality/value

The model tested in the study is comprehensive and also accounts for the subtleties about the impact of the two key types of behavioural factors – Relationship capital and Exchange climate – on alliance and partner performance.

Details

International Journal of Productivity and Performance Management, vol. 72 no. 6
Type: Research Article
ISSN: 1741-0401

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Book part
Publication date: 10 April 2019

Richa Saxena and Vibhav Singh

The purpose of the chapter is to integrate the understanding of diversity from different perspectives in Indian context and see how the holistic view emerges.

Abstract

Purpose

The purpose of the chapter is to integrate the understanding of diversity from different perspectives in Indian context and see how the holistic view emerges.

Methodology

The methodology used is primarily the literature review of the concepts and their evolution in Indian context and the use of secondary sources to extract praxis information.

Findings

It emerged from the exploration on diversity practices at the societal as well as organizational level in India that the country demonstrates intent to mainstream the people from different wakes, but with the changing context the format of the practices has changed.

Research Limitations

The basic premise of the chapter needs to be explored further through primary data from practice.

Originality

This chapter is novel in a way that it integrates the diversity scholarship of four different streams viz. caste, gender, disability, and generation. Most of the existing research focuses only on a thin slice/one key dimension of diversity.

Details

Diversity within Diversity Management
Type: Book
ISBN: 978-1-78754-821-3

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Article
Publication date: 11 May 2022

Abhishek Kashyap and Om Ji Shukla

Sustainability is a very important factor to be considered in the supply chain (SC) of any industry. Agricultural industry needs to be addressed even more importantly with the…

514

Abstract

Purpose

Sustainability is a very important factor to be considered in the supply chain (SC) of any industry. Agricultural industry needs to be addressed even more importantly with the tools of sustainability as it concerns the life of millions. This paper explores the critical barriers (CBs) in the sustainable supply chains (SSCs) of makhana industry located in the northern part of India and seeks to design a model for the researchers and the managers who want to work in this industry.

Design/methodology/approach

Initially, the CBs were identified with the help of an extensive literature review of sustainability in SCs for agri-industry and discussion with makhana industry experts (consisting of managers and senior managers) and academicians (consisting of professors and research scholars). The study uses the multi-criteria decision-making (MCDM) technique, namely interpretive structural modeling (ISM) and fuzzy ISM to develop the model. The study finally validates the model using Matrice d'impacts croisés multiplication appliquée á un classment (MICMAC) analysis.

Findings

The obtained results indicate that, in the SSC of makhana industry, the role of “Lack of adoption of organic agricultural management techniques” (CB2), “Lack of modern techniques (CB4)”, “Multiple intermediaries” (CB5), “Weak socio-economic conditions” (CB7) and “Lack of proper knowledge” (CB1) are very significant. These barriers are needed to be addressed first as they have the highest driving power and other barriers are directly driven by these CBs.

Research limitations/implications

The paper has included seven experts, and the interrelationship between CBs has been developed on the basis of their knowledge and discussion, so the results may be a little bias. Moreover, the paper has obtained the results using the ISM and fuzzy ISM by considering ten CBs; the researchers can explore this research by including more CBs and validate the results using other MCDM techniques like fuzzy-decision making trial and evaluation laboratory (DEMATEL), fuzzy-Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) and Best Worst Method (BWM).

Originality/value

This study is unique as per industry point of view and may help the researchers and managers to explore the field of makhana.

Details

Benchmarking: An International Journal, vol. 30 no. 6
Type: Research Article
ISSN: 1463-5771

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