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Management (interdisciplinary): corporate social responsibility/financial management/social entrepreneurship.

Undergraduate/MBA.

The case revolves around a Delhi-based non-governmental organization (NGO), GOONJ founded by 40-year-old social activist, Mr Anshu Gupta. Winner of several awards, this NGO is trying to highlight some ignored but basic needs of the poor by using the surplus of the cities (supply of discarded commodities: clothes, furniture, toys, waste paper, utensils stationary, etc. due to space constraints and the growing consumerism) to address scarcity of essential commodities to the poor in the rural areas and creating it as a powerful developmental resource. GOONJ has a number of collection centers across the nation through which the old clothes are collected. Thereafter, the clothes are washed, dried, repaired and packed and then reached to the far flung villages with help of partner grassroots NGO, panchayats, Indian army, etc.There are three key issues raised in the case:

• This NGO has been operating without any formal funding for last many years. With annual expenses over ten million, how does NGO operate so successfully. Also, it is interesting to find out how they are able to maintain cost of just 97 paisa (1 paisa=1/100 rupee) from the time old clothing is collected to the point where it has been delivered to a needy.

• The second issue about the synergy that is created by the NGO – corporate partnership. Further, this case also gives the audience to explore synergy between NGO and B-schools.

• To understand the problem areas of distribution management when so many different stakeholders are involved.

This NGO has been operating without any formal funding for last many years. With annual expenses over ten million, how does NGO operate so successfully. Also, it is interesting to find out how they are able to maintain cost of just 97 paisa (1 paisa=1/100 rupee) from the time old clothing is collected to the point where it has been delivered to a needy.

The second issue about the synergy that is created by the NGO – corporate partnership. Further, this case also gives the audience to explore synergy between NGO and B-schools.

To understand the problem areas of distribution management when so many different stakeholders are involved.

• To explore innovations in resource mobilization (sources of financing) and cost management.

• To appreciate the synergy created by forming partnerships between different stakeholders: NGO, corporate houses, B-schools.

• To appreciate issues and problems of distribution management – especially in the case when there are different stakeholders involved.

To explore innovations in resource mobilization (sources of financing) and cost management.

To appreciate the synergy created by forming partnerships between different stakeholders: NGO, corporate houses, B-schools.

To appreciate issues and problems of distribution management – especially in the case when there are different stakeholders involved.

The purpose of this paper is to study the anodising process of a portable amplifier production process to identify and eliminate the sources of variations, in order to improve the process productivity.

The study employs the define-measure-analyse-improve-control (DMAIC) Six Sigma methodology. Within the DMAIC framework various tools of quality management such as SIPOC analysis, cause and effect diagram, current reality tree, etc., are used in different stages.

High rejection rate was found to be the main problem leading to lower productivity of the process. Four types of defects were identified as main cause of rejections in the baseline process. Pareto analysis resulted in detection of the top defects, which were then analysed in details to find the root cause of the problem. Further study resulted in finding improvement measures that were discussed with the management before implementation. The process is sampled again to check the improvements, and control measures were established.

The study provides a framework for implementation of DMAIC Six Sigma methodology for a manufacturing firm. The results presented are based on the data collected from the shop floor. Results and findings of the study were implemented for quality improvement of the process.

The study is based on an original research conducted with the objective of quality improvement in the anodising process of the production process. Besides presenting an approach to DMAIC Six Sigma methodology, an application of the current reality tree tool for root cause analysis is presented, a tool used limitedly in the Six Sigma studies. The tool finds its uniqueness in its ability to address problems relating multiple factors than isolated factors.

Strategic management and social innovation

Undergraduate and graduate level management/business school students. It can be taught in strategic management and social innovation courses.

GOONJ is a non–profit organization which has life and dignity for lakhs of people in India over the last decade. It aimed at bringing up clothing as one of the important aspects of human life and make it available for the needy keeping their dignity intact. The case begins with Anshu Gupta, founder of GOONJ thinking deeply about the high–priority meeting to take GOONJ to the next level and scale up the operations of his social innovation. It then tries to bring up the potential problem of clothing and menstrual hygiene in India followed by explanation of the present working model of GOONJ which allows them to manage the operations with 97 paisa per cloth. With the dream of taking GOONJ to the next level and converting it into a nation–wide phenomenon, will the present model work?

This case will cover two important aspects: social innovation process (themes, challenges and implications for practice); and strategic management concepts (stakeholder theory, internal–external factor evaluation).

Teaching notes.

Purpose – This study explores the processes underlying the founding and growth of GOONJ, a social venture devoted to the cause of clothing in India, and examines the role of the founder in reconciling the trade-offs between market-based and socially motivated criteria in the venture creation process.

Methodology/approach – A case study was used to discern the relevant processes and the reasons for the founder's choices. Primary insights were combined with material from secondary sources such as GOONJ's website, press releases and video clips.

Findings – The founder has ethically and effectively mobilized resources for mass social impact; however, he may adopt a more entrepreneurial approach based on long-term financial planning and professional management for sustained growth.

Research limitations/implications – The research is based on a single case study that precludes generalization; a survey-based approach may be adopted in the future.

Practical implications – Individual entrepreneurs with an overriding social mission can successfully resolve social problems; however, there is the need to combine the social motive with an entrepreneurial approach for sustained growth.

Social implications – Social entrepreneurship (SE) plays a potentially significant role in alleviating pressing social problems in emerging economies mired in institutional constraints; however, it needs support mechanisms to enable an entrepreneurial approach to social venture creation.

Originality/value of chapter – The study contributes to the literature on SE in emerging economies, in particular India, a unique cultural context compared to North America or Europe, yet significantly under-represented in entrepreneurship research. Also novel is an entrepreneurial process-based model to investigate the chosen case.

Shimla is a teeming city, with a population of 140,000. It is located in the north Indian Himalayas, in an area of high seismicity that was rocked by a devastating earthquake a hundred years ago. However, it is oblivious of the ticking time bomb below its foundations. Initiating risk reduction in this fast growing urban economic hub is an enormous challenge. A national non-governmental organisation (NGO) called SEEDS (Sustainable Environment and Ecological Development Society) started working in the city just before the earthquake centenary, with the aim to identify ways of reducing earthquake risk through actions that could be carried out by the citizens and the local government.

The experience has been unique, and has led to further refinement of the community action planning approach that SEEDS (Sustainable Environment and Ecological Development Society) has picked up and worked with over the last ten years in different vulnerable communities in the region. What emerges from the experience is a mix of tools for the improvement of technical aspects, community-based working approaches and governance for risk reduction. It is evident that community-local government-NGO partnerships are the key to solving such acute problems as earthquake safety in a resource strapped, vulnerable city. The assessment and planning phases initiate the building of these partnerships in the early stages of the process.

This paper is an attempt to share the experience of developing and testing a community based urban risk reduction approach for a city at extreme earthquake risk.

This study aims to explore the micro-foundations of knowledge-based dynamic capabilities (KBDCs) in social purpose organizations (SPOs). The KBDCs facilitate SPOs to successfully manage the acquisition, creation and combination of knowledge to sustain their pursuit of socioeconomic value creation by effectively recognizing and addressing opportunities.

This study adopts a multiple-case study research design based on the semi-structured interviews of the founders and top managers of case SPOs. The semi-structured interviews were then compared with the theoretical framework of KBDCs following an abductive research approach.

This study identifies that certain capabilities are required to recognize and leverage the opportunities by SPOs. The authors found ten micro-foundations of KBDCs that sustain successful operationalization and overall development in SPOs. By using an abductive reasoning approach, the authors noted that certain KBDCs are essentially required for the operationalization and overall development of SPOs.

The authors conducted “semi-structured interviews” of founders and top managers that are retrospective in nature. From the implication viewpoint, this study provides insights for practitioners and researchers as it deepens the comprehension and contribution of knowledge and knowledge-related activities and procedures in SPOs.

KBDCs and their specific micro-foundations can help social entrepreneurs to delineate their idea, strategic processes and actions to achieve effective operationalization and overall sustainable development.

This study improves the understanding of Teece et al. (1997) theoretical construct of dynamic capabilities (DCs) and extends the framework of Zheng et al. (2011) simultaneously by exploring KBDCs that develop in the context of SPOs. The authors used an abductive reasoning approach that is vital for exploring dynamic capabilities; consequently, this study contributes to the approach of DCs and proffers a methodological advancement that can facilitate future research in this direction.

This chapter primarily aims to revisit and explore the theoretical underpinnings of social entrepreneurship and dwell into what unfolds while amalgamating the conventionally considered to be dissimilar design of business entrepreneurship and the social impact? Can the prefix “social” of social entrepreneurship transform the innate characteristics of entrepreneurship? Is social entrepreneurship an essentiality in a ground-breaking playing field in the business research to facilitate new theories and concepts or a rehash of the corporate responsibility debate? Is it just an appellation or does the underscored social label and its construct allow for new possibility to be explored into the sociality of entrepreneurship along with the new-fangled entrepreneurialism in society? The chapter attempts to decode these more germane and interwoven issues like do we have to tell apart between a capitalist entrepreneurship and a non-capitalist one? Or between pioneering and replicative entrepreneurs. Can we sanctify the political in the social spheres and who (which actors) actually sets the discourse of social needs. The chapter also tracks multiple cases in the Indian locale to determine the robust application of the concept while unpacking the Indian context of social entrepreneurship. These cases are randomly selected from assorted sectors and are wide in its sweep and scope. These cases highlight on the lived experiences, where the task is truly played out. This adds to the sensibilities of new entrepreneurs and policy framers who face the challenges.

Rivers are very close to Indian culture and civilisation. Indians treat rivers as holy and connect them to their faith. Human-induced activities unintentionally pollute the water bodies. The present case revolves around an innovative social enterprise – PHOOL, which deals with the recycling of flowers offered by devotees at temples. Thus, preventing thousands of kilograms of floral waste from being dumped into rivers daily and polluting them. The idea was conceived to save the most revered river – the Ganges. These flowers are mostly loaded with pesticides and insecticides, which further merge with river water making it even more toxic, endangering marine lives. PHOOL collects flowers from various places of worship and recycles them into handcrafted incense sticks and biodegradable Styrofoam. This unique venture has also been patented for its process and technology of floral waste recycling. Their mission is to save and preserve the river Ganges and empower marginalised women by providing employment opportunities while at the same time giving a livelihood and a future to Indian child and the generations to come. The child could now afford schooling, in hopes of a better economic future in a healthier environment while maintaining all societal traditions. It is essentially a case of social entrepreneurship that aims to help readers understand the intricacies of starting and surviving a social enterprise and ensuring continual sustainability. To create the case, an interview was carried out with Ms Ekta Jain (Associate, Marketing and Communications, PHOOL), as well as a literature review and data were collected on the social enterprise and significant events that take place in the Indian social entrepreneurship ecosystem. PHOOL is a case on ensuring a balanced approach between the economy, environment and society. It aims at protecting and creating a balance between the environment, the economy and the society, generating a new inflow to the economy, providing a purpose in life for those most in need of it and a livelihood free from pollution and deprivation, and making the world a better place to live in. It is creating a balance between societal needs, the environment that requires protection, the economy and ensuring continuity.

The learning outcomes are as follows: factors to be considered in devising the best post-acquisition brand identity and outline market research techniques, which can be used to identify the best-suited post-acquisition brand identity strategy.

The case study discusses the brand strategy, which Walmart Inc needs to adopt post its acquisition of Flipkart Pvt. Ltd (Flipkart) Group in India. Flipkart had acquired Myntra Designs Pvt. Ltd (Myntra) and Novarris Fashion Trading Private Limited (Jabong), but had kept their brand identity intact; Walmart Inc was faced with the decision on moving ahead with the brand strategy of keeping individual brand identities or merging all of these into a single brand identity. The study aims to provide valuable insights into the decision-making process adopted by Walmart Inc. It includes also the role of cause-related marketing in the positioning of Myntra as a socially responsible brand. The case study opted for an exploratory research design study using the qualitative research method of in-depth interviews. In total, 10 experts in the area of marketing, market research and marketing communication were interviewed. The qualitative data were analyzed using a template approach, which analyzes the text using a codebook or an analysis guide. The analysis guide already has clearly defined themes or categories. As the qualitative interviews progress, these themes get revised. These themes are analyzed qualitatively rather than statistically. The case study suggests to the management of Walmart Inc that they need to merge Myntra and Jabong based on the degree of similarity of consumer demographics, income/social class of buyers, brand identity and buying behavior. Myntra needs to retain as opposed to Jabong, as Myntra is perceived to be a socially responsible brand that creates a purchase disposition in the minds of the consumers. A more extensive quantitative study would offer better generalizability. It was not feasible to conduct a quantitative study due to time constraints. This research would have used advanced brand imagery assessment techniques such as multi-dimensional scaling to suggest if an overlap exists between consumer segments of Myntra and Jabong. The case study provides a decision-making framework to firms and individuals who are part of organizational teams to create a post-acquisition brand strategy in the e-commerce market. The case study fulfills a need for many academicians and practitioners to understand the decision-making process followed in devising a post-acquisition brand strategy in India.

Senior undergraduates; Master of Business Administration; Executive Master of Business Administration.

Teaching Notes are available for educators only.

CSS 8: Marketing.

Despite a sizeable body of innovation adoption scholarship, innovation failure rates are estimated to be in the range of 40% to 80%. This study aims to better explain the complex consumer decision-making journey by leveraging behavioral reasoning theory (BRT) and integrating the dichotomous influences of reasons for (RF) and reasons against (RA), and the role of moderators in a unified behavioral framework.

First, an exploratory reason elicitation study was conducted (n = 44) to propose a theoretical model with contextual reasons for and against constructs. Second, a quantitative study was conducted (n = 400) to validate the hypothesized structural relationships and the role of moderators.

Reasons for and against adoption are discrete constructs and significantly impact consumer attitudes and intentions. Reasons for adoption emerge as the strongest influencing factor in shaping consumer attitudes. Values influence intentions directly and via reasons but do not influence attitudes. Consumer innovativeness and external stressors moderate consumers’ resistance toward adopting innovations.

This study presents a novel approach for managers to generate deeper insights into consumer decision-making by integrating contextual reasons for and against, as well as the role of moderators in a unified behavioral framework. This approach enables managers to address both drivers and inhibitors of adoption in the specific radical innovation context they are working on.

This study integrates reasons for and against in a unified behavioral framework and applies it to radical technological innovations in an emerging market context. This study introduces novel constructs to BRT and examines the role of moderators in the BRT framework.