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The aim of this research is to demonstrate the importance of placing a valuation on information assets and to propose a new valuation technique that complements existing valuation methods and provides improved results. It seeks to answer the following research question: what are the attributes of information relevant to value and how can they be used to produce a valuation of the information?

Using a test bed, hosted on the college's intranet for 12 days, three important variables were calculated: accessibility, lifespan and outcome across five files. Calculating these three variables is essential to conducting an accurate valuation of the information asset.

The research demonstrates the relationships between these variable (accessibility, lifespan and outcome) as well as showing that they have a critical impact on the value of the information asset. The findings provide a strong rationale for the practitioner or researcher to adopt the model in real time situations. The correlation coefficients of our attributes are: 0.9996 for accessibility and lifespan; 0.9755 for accessibility and outcome and 0.9754 for lifespan and outcome.

Due to the sensitive nature of some of the information held by the organization, the observations were somewhat limited. However, the model could be replicated with a collaborative arrangement between the organization and academia.

This paper aims to provide a new model for risk management that can be used effectively to conduct a valuation of information assets. The approach will help the organization to better quantify their information assets and will prove to be a useful tool for the next generation of Information security managers.

This paper determines the valuation of information assets based on three variables; accessibility, lifespan and outcome. These variables have been identified from the extensive literature review in the area of intangible assets.

The reduction of costs has a more and more relevant role in the healthcare context, therefore, a large effort is done by health providers to this aim, for example, by reducing the length of hospital stay (LOS) of patients undergoing surgery. Fast track surgery fits perfectly this issue and was applied to patients undergoing knee replacement surgery due to Osteoarthritis, one of the most common diseases of aged population. The paper aims to discuss these issues.

Lean six sigma was applied to analyze the implementation of fast track surgery through the define, measure, analyze, improve, control roadmap, used as a typical problem-solving approach. It is characterized by five operational phases, which make possible the achievement of fixed goals through a rigorous process of defining, measuring, analyzing, improving and controlling business problems.

The corrective action, consisting in the application of fast track surgery, improved both effectiveness and efficiency of the process of care. The average length of hospital stay (LOS) was reduced from 8.34 to 6.68 days (–19.9 percent) and its standard deviation from 2.41 to 1.99 days (–17.1 percent). The statistical significance of this decrease was verified by means of proper tests. Moreover, some variables influencing the LOS were identified.

The follow up and the satisfaction of patients were not analyzed and could be a future development of this study.

Patients will experience a faster recovery while the hospital will benefit from a rise of available beds. The effect is a general improvement of hospital management.

The introduction of fast track surgery for patients undergoing knee replacement surgery made significantly reduce LOS and, consequently, costs’ with a money saving of more than 50,000 euro per year.

The airline passenger industry in India was a mess in 2013, but the low-cost carrier IndiGo was making money. This relatively new company had managed to work against the odds and grab market share from longer-established flyers. Still, the weak rupee, depreciated by 15%, was sending a chill wind through the aviation sector, and growth plans would have to include opening new destinations. This meant hiring more employees, opening more ticketing stations, and increasing costs. Could the airline continue its climb, or would it be prudent to prepare for a hard landing?

Discussion of the case will enable the students to: ● use “Strengths, Weaknesses, Opportunities, and Threats” analysis. ● Use “pros and cons” analysis. ● Explain what constitutes an effective strategy. ● Analyze the quality of the strategy for IndiGo Airlines (IA). ● Explain sustained competitive advantage through value, rareness, imitability and organization framework.

This case describes a situation in which InterGlobe Aviation Ltd. (IGAL) has been experiencing multiple engine snags because of the faulty Pratt and Whitney engines. In a span of two years between June 2018 and January 2020, IGAL faced around 22 snags. IGAL is known to be one of the safest airlines in the world, the engine issue has tainted its reputation. In October 2019, in just one week IA faced four-engine snags, forcing the Directorate General of Civil Aviation (DGCA) to come out with a guideline in November 2019. The faulty engines were to be replaced by January 31, 2020. If IA failed to complete the task by the given deadline then IA would have to ground around 70–80 aircraft. IA was way behind the deadline when on January 13, 2020, they received an email from DGCA mentioning an extension of the deadline to May 31, 2020. The purpose of this case is to provide an opportunity for the participants to take into consideration the data given for IA and make assumptions and resolve the dilemma through which Ronojoy Dutta (Dutta), the Chief executive officer if IA is going through.

The case engages the participants in deciding a suitable course of action for IA to develop a strategy and is ideal to teach elements of strategy. The case can be used in the following courses/programs: ● A strategy formulation module in strategic management program or post-graduate program in management.

Teaching Notes are available for educators only.

CSS 11: Strategy.

Teaching Notes are available for educators only.

The emergence of India as an economic power over recent years has created a need to understand the way in which business is carried out in that part of the world. It is also important to realize how businesses are founded and structured in India. Many Indian companies are family‐run businesses just like their Italian counterparts. This research attempts to study a typical Italian company, its experiences in India, its aspirations, the challenges faced in the context of an emerging economy and the possible roadways to map the future.

The work is based on an interview with Pietro Valfre'di Bonzo, chief corporate representative of Fiat International in India, conducted under the aegis of the GLOBE project (Global Leadership and Organizational Behaviour Effectiveness Research Programme). The GLOBE study was conducted across 62 nations worldwide. It was initiated to study the leadership behaviours of top leaders across the globe and attempts to find out the key leader behaviours that are vital to the businesses. It also studies what leader behaviours are important in different countries and what might click in India may not click in France, and so on.

The automobile industry is a fast‐moving industry as far as India is concerned with global competitors present on Indian soil. Many authors observe that the industrial sector to which an organization belongs and the common kinds of pressures encountered by organizations, such as the rate of technological change and the general level of environmental turbulence, affect organizational cultural practices. Fiat too is trying to adapt with the changing dynamics of the Indian automobile industry.

Western companies like Fiat face stiff competition from Indian car makers like Tata, Mahindra, Maruti etc. Pricing will play an important factor because of the emergence of a huge middle‐class population in India, promptly tapped by Tata, which has recently launched Tata Nano, touted as a triumph of Indian ingenuity and the world's cheapest car, costing just 100,000 rupees ($1,979; £1,366).

This is an original piece of work.

The purpose of this paper is to highlight the corporate and non-corporate leadership practices in India, the effect of culture on such practices and how these drive management philosophies.

Semi-structured interviews were conducted with CEOs from India. A key finding was that Indian leadership shares some aspects of global leadership traits, but factors such as culture and religion are significant influences on their leadership style and philosophy.

The findings are helpful to both practitioners and policy makers seeking to understand the leadership style of Indian CEOs.

Many qualities of a good leader, as defined by Indian CEOs were derived from the Hindu mythology (Bhagvad Gita, Mahabharata, Ramayana and the four Vedas).

This study aims to analyze how Indian management practices have influenced the international management research agenda. International interest in India as a business destination has been growing since the Indian policy-makers began opening up the economy in 1991. India’s continuing economic development and integration with global economy has led to a reassessment of its political, social and commercial relevance by the international community.

The authors choose four management disciplines and examine 40 peer-reviewed international journals for research related to India over the period 1991-2014. From the sample of 217 papers, the authors identify the trends, themes and motivations, and discuss the potential for future research.

The authors find that research on India remains flat for the 1991-2000 decade, and starts growing from 2005 onwards. Organizational behavior remains non-participative in the overall growth of research. The authors find very low levels of qualitative research, and none on endogenous phenomena that have been tested for applicability in non-Indian contexts. Marketing research remains mainly peripheral to Indian contexts. Review of highly cited papers reveals that management research on India is at an early stage, and offers fairly significant opportunities for future researchers.

Normal limitations of sample-based literature review apply. Further, the literature search is limited to a select set of highly ranked journals.

Studies analyzing themes related to Indian contexts in international publications are sparse. To the best of authors’ knowledge, no study of this nature exists in literature. This study makes a primary contribution for future management researchers across the four areas by informing on the research trends, journal outlets, and the characteristics of the research agenda.