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Legacy organizations, particularly government departments, have always remained focused on technology acquisition at a low cost. However, they must balance their quest for better financial performance with a commitment to social obligations and inclusiveness. This study aims to analyze the issues faced by a public sector department, India Post, in its digitization process.

This study takes a case-based approach to analyze India Post’s digitization journey through the theoretical prism of the technology, organization and environment framework.

The organization’s ability to benefit from innovative technology is constrained by its outdated structure and business processes. The other constraints include the limited technological know-how within the organization and the lack of intricate organizational process knowledge of today’s vendors.

This study portends important implications for policymakers and provides a base for several inquiries for future research. This study attempted to identify the facilitators and inhibitors of digitization initiatives of a legacy government organization with extensive outreach in rural economy which policymakers can consider while rolling out digitization initiatives for public sector organizations.

There are very few studies available as published literature which examined the digitization journey of a legacy government organization in a developing economy. To the best of the authors’ knowledge, there was no published literature available on India Post’s digital transformation process.

The purpose of this paper is to provide a framework to understand and reflect upon issues, which can help in producing better industry-ready students graduating from business schools.

The paper examines research conducted in the area of knowledge management (KM) and proposes a conceptual framework that can be used by academic institutions to engage students and prepare them for industry needs so that they are better industry-ready graduates. A case study based approach has been adopted in this study.

In line with the literature-based analysis, a framework for better industry ready students has been proposed, illustrating the linkage between KM, learning from organization-based projects, industry feedback and inputs from international accreditation bodies in higher education.

This paper has provided a comprehensive framework that contributes to the understanding and refining the academic processes in a business school setting with the help of learning from academic KM process. Such a framework has not been previously developed by previous researchers.

This paper posits a critical analysis of digitalisation initiatives of emerging economies with a focus on India. It suggests granular policy measures towards realising the dream of a competitive, empowered and knowledge-based society. To this extent, the paper juxtaposes and compares policy measures undertaken by several governments to facilitate digitalisation in their country. The policy measures embarked upon have been critically analysed in terms of their relevance, challenges for their implementation and adoption at the back of the prevailing social and economic fabric of the country. At the same time, attempts have been made to benchmark it against the best practice standards weighed in by the industry studies. The paper has also laid down a robust agenda for future research that can be replicated for any country.

This is a viewpoint study based upon public data and documentary sources within India as well as publications of several countries and international agencies. Research projects of numerous multinational companies working in the area of digitalisation has been accessed and analysed as well in the study.

The findings of this study have policy implications for governments in several emerging economies who have embarked on the path of digitising their economy with the larger objectives of reaping its larger benefits but have to deal with the challenges of inadequate resources to create an effective ecosystem to facilitate such a transition.

The study highlights the implications of challenges of gaps of physical and socioeconomic infrastructure in driving digitalisation, highlighting granular policy measures for public managers and policy makers to address them.

Discusses the transfer of undertakings in the UK, referring to the Transfer of Undertakings (Protection of Employment) Regulations of 1981, the Employment Rights Act 1996, and the Acquired Rights Directive 1977. Provides the raison d’etre of the Acquired Rights Directive and outlines how it was implemented in the UK. Talks about the confusing jurisprudence of the European and British courts, mentioning the European Court of Justice’s challenges to the directive, the 1994 proposals, amended 1997 proposals, the Commission’s memorandum of 1997 and the UK government’s consultation papers. Describes how the European Directive is applied and interpreted in relation to the Acquired Rights Directive and transfer of undertakings. Outlines the regulations controlling compulsory competitive tendering. Points out the obligation to inform and consult on the transfer of an undertaking and how the directive is enforced if this fails to occur. Notes the effect a relevant transfer has on existing collective agreements and the legal implications of dismissing employees by reason of the relevant transfer. Looks at the European Commission’s proposal for a directive on safeguarding employees’ rights in the event of transfer and the implications that would have on UK business. Concludes that a new directive is needed, building on the 1977 Directive but ironing out its inconsistencies.

Exploring the links between resilience, sustainability and entrepreneurship from an indigenous perspective means exploring the historic and socio-cultural context out of which a community originates. From this perspective, informed insight into a community’s ability to adapt and to transform without major structural collapse when confronted with exogenous challenges or crises can be gained. This paper explores the interplay between resilience and entrepreneurship in a New Zealand indigenous setting.

The authors provide a theoretical and case study approach, exploring four intersecting leadership roles, their guiding value system and application at a micro kin family level through a tourism venture and at a macro kin tribal level through an urban land development venture.

The findings demonstrate the importance of historical precedent and socio-cultural values in shaping the leadership matrix that addresses exogenous challenges and crises in an entrepreneurship context.

The research is limited to New Zealand, but the findings have synergies with other indigenous entrepreneurship elsewhere. Further cross-cultural research in this field includes examining the interplay between rights and duties within indigenous communities as contributing facets to indigenous resilience and entrepreneurship.

This research is a contribution to theory and to indigenous community entrepreneurship in demonstrating what values and behaviours are assistive in confronting shocks, crises and challenges. Its originality is in the multi-disciplinary approach, combining economic and social anthropological, indigenous and non-indigenous perspectives. The originality of this paper also includes an analysis of contexts that appear to fall outside contemporary entrepreneurship, but are in fact directly linked.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

The aim of this chapter is to argue that charisma is a collective representation, and that charismatic authority is a social status that derives more from the “recognition” of the followers than from the “magnetism” of the leaders. I contend further that a close reading of Max Weber shows that he, too, saw charisma in this light.

I develop my argument by a close reading of many of the most relevant texts on the subject. This includes not only the renowned texts on this subject by Max Weber, but also many books and articles that interpret or criticize Weber’s views.

I pay exceptionally close attention to key arguments and texts, several of which have been overlooked in the past.

Writers for whom charisma is personal magnetism tend to assume that charismatic rule is natural and that the full realization of democratic norms is unlikely. Authority, in this view, emanates from rulers unbound by popular constraint. I argue that, in fact, authority draws both its mandate and its energy from the public, and that rulers depend on the loyalty of their subjects, which is never assured. So charismatic claimants are dependent on popular choice, not vice versa.

I advocate a “culturalist” interpretation of Weber, which runs counter to the dominant “personalist” account. Conventional interpreters, under the sway of theology or mass psychology, misread Weber as a romantic, for whom charisma is primal and undemocratic rule is destiny. This essay offers a counter-reading.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.