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Despite older adult community mental health team (CMHT) workers inevitably encountering service users with alcohol use disorders (AUDs), they have a limited evidence base for working with this group. This paper aims to argue against a wholesale transfer of knowledge and practices from working age adults with dual diagnosis to the older age group.

The paper aims to address the scant attention given to the needs of older service users with a dual diagnosis by detailing the progress of four older adult service users with AUDs in a CMHT.

This case study series illuminates some of the clinical and professional dilemmas and challenges encountered when working with this group. Suggestions of how to respond to some of these challenges are provided by focussing on aspects of identification, assessment and treatment.

This paper provides a catalyst to further discussion, debate and publications on the issue of older people misusing alcohol by presenting and reflecting on the issues raised by four practice vignettes.

1. Analyze the factors influencing the creation of a social enterprise, while appreciating the theoretical perspectives on social entrepreneurship and social innovations. 2. Analyze the impact of social enterprises on sustainable development. 3. Recognize the need for different types of strategies in the varied situation. 4. Analyze the business model.

Shashi Kumar, the CEO of Akshayakalpa Farms & Foods Pvt Ltd (Akshayakalpa), is determined to take the business to the next growth level. He has integrated technology to measure and monitor the quality of milk and to reach out to tech-savvy customers. Owing to the preservative-free and short life of milk, he believes that redesigning the marketing and distribution strategies is the only way to ensure the massive expansion and growth that will enable Akshayakalpa to reach out to customers directly and quickly. Another issue he was facing was a lag in receivables. Their receivables from vendors were delayed and held up because of issues related to product spoilage and returns. This has posed a liquidity challenge to Akshayakalpa. Amidst all these challenges, he wants to develop the best strategy to take the business forward to the next level.

This case can be used in undergraduate or postgraduate courses in Management, Social Entrepreneurship and Business Sustainability with special relevance to social enterprise creation, enterprise growth strategies, sustainable development, sustainable business models, etc.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Upon completion of the case study, students are expected to identify the characteristics that differentiate a family business from other businesses, understand the life cycles of family businesses and evaluate the significance of succession planning and leadership development in a family business.

In May 2023, when the sultry afternoon had settled down, Bijan Dam, a first-generation entrepreneur and a septuagenarian, was in a pensive mood. Introspecting life events, he ruminated that if he could rewind the tape of life, go back in space and time, would things be different. “I wish life gave me a second chance,” he lamented! Perhaps he could have planned better. Since founding the printing business in 1985, Ruby Art Press had scaled up significantly from letter press to full-fledged computer printing technology unit. The press had made inroads in job orders, government contracts and screen printing. Its client base was large. It also attracted repeat clients from adjoining states. With a successful business history of three and half decades, he had assumed the business would thrive perpetually. Today the business he had built, sustained and raised was practically gone. Why had he not anticipated the future potential of the business? Why had he not dwelled upon the successful business progression? Regardless of impeccable client service and personalized vendor management, what were the missing cues in the business? Deep agony and heavy burden of remorse were mentally excruciating. This had pestering effect on his health condition. Given these challenges, how could Dam ensure business continuity?

This case can be used in entrepreneurship, family business management and human management courses. The dilemma can be explained as part of the courses for undergraduate and postgraduate programs.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The purpose of this paper is to examine human resource management (HRM) practices of the top 25 companies identified as “best” in India in 2011. This paper provides insights into HRM practices of a leading country in Asia that is playing a very important role in the global economy.

This conceptual paper will use for its research analysis the business reports of the Outlook Business Magazine and AON Hewitt. AON Hewitt is a global human resource consulting company and is an established authority in identifying “best” companies in India since 2004. A qualitative content analysis was done of the business report to identify predominant themes.

The analysis identified how the “best” 25 Indian companies offer progressive HRM practices that required careful investment and collaboration. This research showcases seven specific HRM themes that include elaborate staffing, investment in learning, work–life balance, egalitarian practices, developmental performance culture, generous benefits and engagement initiatives.

This paper provides preliminary guidelines for global practitioners who may be interested in doing business in India. It also provides a model of “best” HRM practices adopted by 25 companies that could help other organizations identify successful HRM practices in India. Among the 25 companies, 16 are Indian companies and 9 are subsidiaries of multinationals.

This paper outlines HRM “best” practices of organizations in an emerging Asian economy that has not been addressed before. This paper hopes to bridge this paucity in the extant literature by showcasing the “best” HRM practices from 25 “best” companies in India. It also provides an Indian model of “best” HRM practices that can be tested by other scholars for future studies.

Employee engagement (EE) can result in multiple positive impacts not only on the individual and his/her team but also on the organisational and financial outcome of the business. If artificial intelligence (AI) can be used as a tool to facilitate EE, organisations will be more than satisfied to adopt it. The paper aims to study the penetration of AI for EE in corporate India.

Based on the information gathered through secondary research, a framework of questions was built and sent to some senior people in the area of AI and HR to check for its completeness. Respondents based on inclusion criteria were selected through random purposive sampling to be a part of the study. A total of 23 respondents participated in the study. Qualitative data analysis of the transcripts was conducted using MAXQDA 2022 (Verbi Software, Berlin, Germany), which is a qualitative data analysis software. Multiple readings were undertaken to identify the patterns and relationships in the data.

The participants described a variety of issues while using or planning to use AI for EE. Some of the issues mentioned were related to cost, challenges, mindsets and attitudes, demography of employees, comfort in the use of technology, size of the organisation, change management strategies, software vendors and vendor support. The most common responses were grouped into headings such as Organisation, Process, Employee and Software Choice Related aspects.

Lately, the overall work environment, work and personal life balance, and quality of life have become more desirable than earning a good salary. AI is becoming a part of various aspects of business but its role in HR is yet to be explored. AI’s capabilities to predict may result in more employee work satisfaction. The paper explores the possibility of using AI as a tool in every aspect of employee life cycle, thereby attempting to make HR processes more productive and enhance EE.