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This paper investigates interference mitigation and read rate improvement by using novel power control and graph‐based scheduling schemes for radio frequency identification (RFID) systems.

The first method is a distributed power control (DPC) scheme proposed as an alternative to listen‐before‐talk (LBT) for RFID systems specified under CEPT regulations. The DPC algorithm employs reader transmission power as the system control variable to achieve a desired read range and read rate without causing unwanted interference. The second approach is graph‐based scheduling, which uses a graph coloring‐based approach to temporally separate readers with overlapping interrogation zones. The scheduling of the timeslots is carried out so as to offer better efficiency for each reader.

This paper shows that power control, graph theory, collision probability analysis along with timeslot scheduling schemes can be widely adapted to solve general RFID problems. The study shows that selection of timeslot allocation schemes should be carried out after carefully analysing the process/workflow in the application domain. While fair scheduling schemes can be applicable to stable manufacturing environments, event‐triggered scheduling schemes are more effective in fairly chaotic environments.

The study shows that the proposed interference mitigation and read rate improvement techniques can be generalized to assist in design, development, and implementation of a variety of RFID‐based systems, ranging from supply chain level operations to shop floor control. The proposed techniques improve not only the reliability of RFID systems but, more importantly, improve business processes that rely on RFID data.

The digital learning and learning & development (L&D) at workplaces in corporates is having a significant challenge, where only about 1% of the week is spent on L&D by the employees. There are an array of recent L&D reports–by Deloitte, 2019; Skillsoft's, 2019; LinkedIn Workplace Learning Report-2019; UK L&D Report-2019; FICCI-NASSCOM and EY “Future of Jobs” Report-2017–which have clearly been indicating that the digital learning is fast-emerging as one of the realistic option. The employees invest their time and energy for skilling/up-skilling/re-skilling for remaining relevant to the emerging business context under volatility, uncertainty, complexity and ambiguity (VUCA) world and also coronavirus disease 2019 (COVID-19) is being researched.

The L&D interventions have primary objective of enhancing skills, competencies and career growth among employees, and the learning engagement styles/ systems are undergoing dramatic paradigm shifts. There is dire need to understand the impact of sweeping changes with Industry 4.0 and HR 4.0; however, there are only a few industry-centric studies that are available to assess the impact of technology on L&D with digital learning. Hence, there is a need to study the factors influencing various segments of workforce in large corporates, where the learning engagement with digital learning is fast-emerging among corporates.

Given the digital learning / L&D context in corporates, this research paper has attempted to review and analyse the opportunities, challenges and emerging trends with respect to leveraging technology and innovation to enhance L&D to deliver the business goals, under the 70:20:10 framework, with case analysis of ten different corporates (across different industry sectors) viz., Genpact, Nexval, Airbus, Siemens, AstraZeneca Pharma, HPCL, HGS (BPM), HP, Flipkart and IBM. The A-to-Z of Talent Management and Leadership Development (adopted version from India Leadership Academy, Publicis Sapient, 2019) best practices are analysed, summarized and presented to indicate emerging trends in Industry 4.0 era.

This study has been carried out for just ten major corporates/ multinational companies (MNCs) operating in various sectors. The sample size used is relatively less; therefore, the study can be carried out with a larger sample size and deeper data analysis and insights across countries/continents. At present, this can be considered as a base-research for undertaking deep-dive analysis. The sectoral analysis and cross-industry perspectives require consideration in next studies. To address the sector-specific issues, the research can be undertaken for either a particular sector such as manufacturing, automotive, IT/ITeS, telecom, aviation, agri-tech and pharmaceutical, knowledge-based industries, etc. or comparative analysis across few related sectors required.

This research has provided/shall provide a basis to understand the various factors that influence the L&D and digital learning ecosystem in large corporates. It is expected to provide a practical and also strategic perspective towards effective usage of digital learning systems (both in-house and open systems) for enhancing the effectiveness of L&D in the context of VUCA World and HR 4.0 around us. The proposed hypothesis of “The Digital Learning is the “Future of HR”, especially for the L&D in large Corporate Academies (in the context of Industry 4.0)” stands justified.

The clear shift from training culture to “Learning Culture” is possible and feasible with strategically planned digital learning/ L&D interventions, which benefits the corporates, employees, customers and the society at large.

To the best of our knowledge, probably this is one of the first paper in the analysing the industry best L&D/Digital learning practices from an practitioners and academic perspective, as we live in the era of bit-sized and byte sized micro-learning. This study contributes to the academics by providing insights on possible digital learning policies that can be practiced by large corporates, where the “ownership of learning and career growth” is transferred onto the employees. The result of this study complements the evolving digital learning trends, in line with science of self-driven and lifelong learning principle.

Corporate Strategy; Strategy.

Post-graduate; Executive education; Under-graduate.

The case is based on Titan Company Limited (Titan), one of India’s profitable diversified companies. Set in April 2020, the case presents the evolution of Titan’s growth strategy in the last three decades. The company had grown by continuously exploring adjacent categories in the personal lifestyle space. The case asks whether the strategy that has guided Titan for the past three decades would continue to provide growth. What changes, if any, should be made by C.K. Venkataraman—the new CEO who had taken charge a few months back in October 2019—and his team?

The case describes Titan’s evolution from 1987 to 2020. ‘Winning times’, the first section of the case, describes Titan’s early choices in the watches business that helped the company achieve market dominance and its successive choices to expand the scope of watches businesses by entering new adjacencies. The section also details the evolution of Titan’s design, manufacturing, marketing and retailing capabilities in early years. ‘Looking for another gem’ describes Titan’s venture into the jewellery business – the failure of its early attempts to export and its pivot to domestic market and the successful turnaround of the business. ‘On the fast track to growth’ deals with Titan’s accessories business. The section ‘Eyeing new businesses’ describes Titan’s foray into prescription eyewear and precision engineering businesses and the company’s performance in these businesses. ‘A new identity’ details Titan’s adoption of a distinct corporate identity in 2013. ‘New businesses’ provides information on Titan’s recent foray into fragrances and sarees business. The case ends with the section ‘Years ahead’ which asks what changes, if any, should be made by the leadership team.

Upon completion of the case study discussion, participants will be able to: understand the concept of the ‘core competence’ and the three tests of core competence; how core competencies evolve in an organization over time; diversification (growth) strategy based on core competencies and adjacencies; and key managerial choices and organizational processes required to ensure effectiveness of diversification strategy based on core competencies.

Teaching notes are available for educators only.

CSS 11: Strategy.

The learning outcome of this case study is to help students identify issues of the electric two-wheeler industry in India, revisiting conventional business models and transitioning toward sustainable business models. Eventually, this case study will enhance students’ analytical, qualitative analysis, multidisciplinary approach and strategic decision-making skills.

This case study can be used to discuss Michael Porter’s five forces model, TOWS matrix and Michael Porter’s generic strategies for competitive advantage.

Bounce was established in 2014 by Vivekananda Halkere, Anil G. and Varun Agni. The startup was an on-demand service provider of scooters. It also claimed to be the world’s fastest-growing scooter rental startup. As of March 2020, Bounce operated in 12 Indian cities, namely, Bengaluru, Jaipur, Hassan, Kolar, Mysore, Bhuj, Udaipur, Belgavi, Hyderabad, Ahmadabad, Hampi and Delhi. Bounce’s revenue grew to INR 1,000m in the fiscal year (FY) 2020 compared to INR 160m in FY 2019. Halkere was happy and proud of what his friends and he had achieved in the past two years. However, he was concerned about competition. What plan of action was needed to help thwart competition. What would be the best strategy to achieve growth and monetize operations? and How would Bounce address these major challenges to capture market share?

This case study can be taught in advanced undergraduate, MBA or executive-level programs dealing with strategic management. This case study helps students in dealing with issues pertaining to a given market sector where a firm is operating and the strategies to thwart competition.

Teaching notes are available for educators only.

CSS11: Strategy.

The apex planning body of India, NITI Aayog launched an Aspirational District Programme (ADP) in January 2018. The programme aimed to the quick and effective transformation of 112 (14%) districts of the country. This programme is considered as world's biggest result-based governance initiative having reached up to 250 million people. It is based on a ranking that is done on monthly basis. This ranking is based on 49 KPIs across six broad socio-economic themes.

The study attempts to inquire and assess the progress made by 112 Aspirational Districts under Financial Inclusion, Skill Development and Basic Infrastructure theme from the inception of the programme to June 2022 (i.e. 54 months). Instead of ranking districts with delta rank or composite scores, the study divorce from NITI Aayog's methodology of monthly delta ranking. The study explores 8 indicators under the basic infrastructure theme and 16 indicators under the financial inclusion and skill development themes. For this purpose, the study explores the availability of individual household latrines, drinking water, electricity and road connectivity. Districts are also tracked for the number of Internet-connected Gram Panchayats, and panchayats with Common Services. Every district is provided with the target as per national development priority, the study makes an effort to grasp the distance of each district from the national target. This allows researchers to develop a scale Very Far, Far, Near, Very Near, Achieved with descriptive statistics techniques. Juxtaposing the scale with timelines results in a pattern of progress made by these 112 districts.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper aims to examine the traditional business communities and family businesses of India, their emergence and sustained growth.

The authors analyze the role of business communities in family businesses of India and identify business communities that have still sustained and marked a global presence.

Business communities such as Marwaris have the knack for business activities and are leaders of family businesses in India today, who have sustained their past success and continue to create new histories. Other traditional business communities such as Parsis, Sindhis, Chettiars and Gujarati banias have not been able to sustain much. Possible reasons were switching to white-collar jobs, taking up diplomacy and other professions, inter caste marriages, international migration in search of business and Indian government policies.

This study provides a useful source of information for academics, policy-makers and economists.

Traditional business communities populate the list of family businesses that have marked their global presence. This paper identifies various factors that are responsible for the growth and sustainability of these business communities.

The study clarifies the role of business communities in domestic economic development.

The paper explored traditional business communities of India and assessed their role in family businesses of India that currently mark a global presence.

This study aims to explore the effects of responsible international investment in a least developed country (LDC) on ethics and corruption in the local industry. While investment growth in least developed countries (LDCs) is essential to meet the United Nations Sustainable Development Goals, international investment in LDCs poses challenges, including corruption. The authors explore perspectives from relevant stakeholders on the influence, if any, on an LDC’s banking sector, of investment in the LDC by a multinational bank with an environmental, social and governance focus – using a case study of Standard Chartered Bank (SCB) in Nepal.

The authors conducted thematic analysis on: focus groups with current and former SCB Nepal management; semi-structured interviews with Nepal banking regulator representatives; senior staff from SCB global divisions; and management of other commercial banks in Nepal.

Knowledge transfer, organisational enablers and constructive international competition contributed to the dissemination of best practices within the Nepal banking sector, supporting the notion of beneficial spill-over effects of multinationals on LDC host countries.

Practical insights will aid LDC governments, international businesses, investment funds and donor organisations seeking to invest in/assist LDCs with economic development.

To the best of the authors’ knowledge, this may be the first case study on ethics and anti-corruption practices of a multinational bank in a LDC. Through a practice-driven focus, the authors provide “on-the-ground” insights to better understand the complex nature of corruption.

One of the major problems faced by industry is vibrations in rotating parts. Vibration is a to-and-fro movement of rotating mechanical parts and has many detrimental effects on machinery. It is obvious that no movement can be achieved without consumption of energy. All the energy consumed in vibration of mechanical parts is useless. Unbalance is one of the most common reasons for vibrations. This paper aims to experimentally evaluate the effect of unbalance in a shaft–rotor system on power consumption. An experimental setup consisting of a shaft and a rotor mounted on antifriction bearing was built-up. The shaft was driven through a flexible coupling, by a variable speed DC motor. The shaft–rotor system was rotated at different speeds and electrical power consumed by the system was measured at specific speeds varying from 1,200 to 2400 rpm. The rotor was balanced to grade G6.3 at 1,200 rpm. The power consumption by shaft in balanced condition was taken as baseline data for the further work. The rotor was then made unbalanced by adding different masses at 60 mm radius, and power consumption was recorded again at the same speeds. It was observed that average power loss due to unbalance is of 0.11watt/gm.mm unbalance. This can amount to 2.75 kw if there is unbalance of 50 gm at a radius of 500 mm. This work is meant to emphasis on the fact that the power consumption can be reduced if the vibrations can be kept under control.

The experimental setup consisting of a rotor–shaft system was fabricated. The shaft was supported on two anti-friction bearings. The shaft is driven by a 0.25 HP DC motor. The speed of the motor can be varied by a speed controlling device. A digital ammeter and voltmeter are connected to measure the input current and voltage to the system. The rotor was rotated at different speeds after two-plane balancing and the parameters like voltage, current drawn, rms velocity (average of drive and non-drive side bearing) and displacement at 1× frequency were recorded. The base line data for the balanced shaft–rotor system were recorded for further use.

Power consumption increases with increase in unbalance at each of the speeds. Total power consumed at resonant frequency is high. The average power consumed “W/gm.mm” increases at higher speed due to increased damping force of lubricant in bearings combined with the effect of resonance. Average power consumed due to unbalance is about 0.11 W/gm.mm unbalance. It is important to reduce the vibration to save power which can be effectively achieved by balancing the rotating parts in the machinery.

The experimentation is done on a small rotor. When the same work is done on real situations where the rotors are heavy, we may expect some differences in the actual effect of unbalance on the power consumption.

The experimental work have a huge application in industry in condition monitoring. The power may tend to increase not only because of the unbalance but also due to other reasons of vibrations like misalignment, loose foundation, poor bearing conditions, etc. The power loss may increase due to any other reasons mentioned above. The degree of power saving due to steps taken for reducing vibration will depend on the existing vibration levels.

The work highlights the effect of power loss due to vibrations. Even (1 per cent) small amount of power saved can save millions of dollars in industry, as there are many rotating parts which run 24 × 7. The emphasis is on condition-based monitoring which will help in power saving beyond the conventional advantages of condition monitoring.

The experimentation clearly quantifies power loss in absolute form that is the power loss is expressed per gm.mm of unbalance and not as the percentage of electrical or mechanical power, input or output. The percentage values may be misleading some times, as SMALL percentage of large values is also LARGE and hence should be taken into consideration.

This paper explores and interprets the linkage between total quality management (TQM) practices and organizational performance measures for improving the healthcare firms’ performance. Indian healthcare firms are aware of TQM practices and their benefits, but the awareness level varies among the firms and staff. The study looks into the effectiveness of quality awareness to meet quality performance in Indian hospitals.

A questionnaire based on previous research was circulated among the managers and medical staff. The model linking TQM and organizational performance is analyzed with structural equation modelling and confirmed the hypotheses stated. Interpretations to improve hospital performance are made.

The study identified ten relevant TQM factors and confirmed their importance towards the improved organizational performance of Indian hospitals. Top management initiative, continuous process improvement and team work are the most contributing TQM factors. Differences in the awareness levels by the management staff and medical staff are attributed. The managers and medical staff are aware of the benefits of TQM towards firm performance, but it is to be improved further.

Cross-validation and interpretation are affected due to the limited sample size. Longitudinal study is recommended to explore the individual hospital as specific cases. Larger sample size is suggested as an extended work to overcome the demographic and infrastructural limitations of the firms included.

The management is more interested in TQM, but there is lack of awareness among the staff. The quality awareness and customer focus by medical staff are the most weakly loaded factors, and the weaknesses can be remedied by the lead role by the hospital management in providing proper training and thereby improving the attitude of the medical staff.

Effectiveness of hospital operations is highly dependent on customer focus. Properly communicated, committed and trained staff with good-quality awareness can better implement TQM and thereby improve hospital performance. Lead role by the management is very important, and the paper lists ways to attain these outcomes.

Very little is reported from the Indian healthcare sector linking TQM and outcome performance. The quality awareness, customer focus, communication and learning by the medical staff are to be improved, and the paper suggests ways to link TQM more effectively to improve the performance in hospitals. These findings may be useful to the managers, medical staff and researchers in healthcare to bring better results.