Manish Anand and Nishant Singh
The paper aims to look at technology adoption in an enterprise setup and proposes to form an approach based on Roger’s diffusion theory of innovation by aligning the theory to…
Abstract
Purpose
The paper aims to look at technology adoption in an enterprise setup and proposes to form an approach based on Roger’s diffusion theory of innovation by aligning the theory to build a learning and development model that can facilitate a smooth, adaptable and successful implementation scenario.
Design/methodology/approach
This study draws on existing literature in the domain of employees’ training and innovative work behavior. It also extensively reviews how training programs can be adopted and implemented by organizations and development leaders.
Findings
The most significant contribution of this study is to highlight how learning programs can be tailored taking into consideration the age distribution of employees within an organization that drive adoption across the lifecycle of implementation of an innovative technology.
Practical implications
The study will help enterprises create a training program by leveraging the diffusion theory in a realistic world. By identifying the employees as per the categories defined in diffusion theory, enterprises can tailor training needs, identify learning curves and position them across their employees that speeds up the adoption besides creating plans for a more successful implementation.
Originality/value
This study suggests new learning and development strategies that every organization should adopt to sustain in global market and expand the learning opportunities for its employees.
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Vanita Bhoola, Vineeta Dwivedi and Ayalur Vedpuriswar
Project Management, Entrepreneurship, Risk Management, Communication.
Abstract
Subject area
Project Management, Entrepreneurship, Risk Management, Communication.
Study level/applicability
Study level: MBA and Executive Education.
Applicability: This case can be taught in the project management course. It will cover the project-planning phase, which is an iterative or progressive elaboration for the entire project lifecycle. The case will help in discussing how project management is an important discipline to manage projects and stakeholders effectively.
Case overview
The case depicts the dilemma of a passionate entrepreneur who is setting up an ambitious dairy business but project execution goes awry. The case discusses the challenges related to project planning and execution.
It captures the essence of proactive risk management, measures that can mitigate risks and create opportunities. The case also discusses the entire project lifecycle from project initiation to closure and the challenges a manager has to face in terms of stakeholder engagement, risk management, stakeholder communication and scope change.
Expected learning outcomes
To understand the alignment of the project with the organisation strategy; to learn to create a project plan and monitor and control the scope, schedule, resources and costs; to accurately estimate project costs, timelines, and quality and schedule, using tools like MS Project; to learn the risk management techniques for managing projects, teams and stakeholders; and to manage stakeholder communication effectively.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 2: Built Environment.
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Sabyasachi Dasgupta and Priyadarshani Jain
Board meeting was in full swing as an important announcement had been made by Manish Jain, MD FinMen Advisors Pvt. Ltd. ‘We need to get 5,000 clients by 2023’. Management board…
Abstract
Board meeting was in full swing as an important announcement had been made by Manish Jain, MD FinMen Advisors Pvt. Ltd. ‘We need to get 5,000 clients by 2023’. Management board members look at each other in wonder as they have only 500 clients in 2018. ‘That's a herculean task’, says a board member, ‘Besides, the clients’ fees are reducing in our business'. Manish interrupts to suggest that it is precisely the reason they want to enhance their client base. But the board members were still not convinced. Their questions revolved around whether they are equipped enough in terms of resources and infrastructure to reach to the number suggested by Manish. There were issues in the processes and systems of the company, there were issues in employees taking onus of leading certain verticals in the company, there were no branding exercise in terms of increasing awareness about the company. On the whole, in order to reach 5,000 clients, a total revamp of processes, systems and training employees needed to be given huge emphasis. But does the company have money for revamping all these issues? ‘I don't care’, says Manish, ‘Any client in any industry looking for credit ratings should be our client’. As Manish moves out of the board room, he says to himself that he was well aware of the facts questioned by the board members. But as a person ready to take up challenge and enjoy the perils of it, Manish was not ready to reconsider any of the points raised by the members. He thought whatever has to be done, has to be done to achieve targets set by him. However, sitting in his office and thinking about the future, Manish was still on the same dilemmic question as any employee in his company: how does he achieve the figure of 5,000 clients by 2023?
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Nagendra V. Chowdary, Vandana Jayakumar and R. Muthukumar
Organizational Behavior and Strategic Management.
Abstract
Subject area
Organizational Behavior and Strategic Management.
Study level/applicability
MBA, Management/Executive development programs.
Case overview
This case study can be used effectively for understanding the nuances of employee loyalty, especially if there is a cost of employee loyalty. While Anand Finance is happy that its workforce has largely been loyal, the volatile, uncertain, complex and ambiguous times force it to chart new course of action. The newly appointed Business Head, Ashok Singh's challenges compound when he finds that there was not’t a single innovation or best practice adopted over the past three years. Given his mandate to make Anand Finance as the Walmart of financial services, can he aspire to rally the forces behind the new mission? This case study facilitates an interesting discussion on the significance of operational and strategic alignment at organizations in the backdrop of an interesting story of Anand Finance, one of the leading non-banking financial companies (NBFCs) in India. The non-alignment was noticed by Ashok Singh (Singh) who took over as the Business Head of Anand Finance. While the company boasted of long-standing employees, Singh was quick to notice that the company had been paying a cost for employee loyalty. What was the cost of employee loyalty? Singh could also sense that the company was in a state of active inertia. Expected to make Anand Finance Walmart for financial services by 2025, Singh had a big task at hand given the lack of strategic orientation of the employees. What would be the likely course of Singh's actions? As the case study deals with strategic dilemmas related to the organizational culture, it can be suitably used for organizational behavior and strategic management courses. This case study is meant highlight that even if an organization is operationally sound and successful, it cannot afford to be strategically disoriented, as its strengths may prove to be its weaknesses with changing business conditions.
Expected learning outcomes
At the end of this case discussion, the participants are expected to know the merits and demerits of employee loyalty and the implications of the same for organizational change; whether employees’ relatively longer stints at companies would contribute to active inertia (as defined by Donald N. Sull in Harvard Business Review article, “Why Good Companies Go Bad”); and the ways to align operational orientation with strategic mindset, especially in the case of employees who rose through the ranks and had been serving the company for relatively longer period.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Anand Sharma, Sourabh Shukla, Manish Thombre, Ankur Bansod and Sachin Untawale
The purpose of this study is to examine the effects of sensitization on the metallurgical characteristics of weld joints made up of austenitic stainless steel (AISI 316L) and…
Abstract
Purpose
The purpose of this study is to examine the effects of sensitization on the metallurgical characteristics of weld joints made up of austenitic stainless steel (AISI 316L) and ferritic stainless steel (AISI 430), using the gas tungsten arc welding (GTAW) process with ER316L filler wires.
Design/methodology/approach
A non-consumable tungsten electrode with a diameter of 1.6 mm was used during the GTAW procedure. The filler wire, ER316L, was selected based on the recommendation provided in literature. To explore the interconnections among the structure and properties of these weldments, the techniques including scanning electron microscopy and optical analysis have been used. In addition, the sensitization behaviour of the weldments was investigated using the double loop electrochemical potentio-kinetic reactivation (DLEPR) test.
Findings
Microstructural analyses revealed the occurrences of coarsened grains with equiaxed columnar grains and migrating grain boundaries in the weld zone. The results of the DLEPR test demonstrated that heat affected zone (HAZ) of AISI 430 was more susceptible to sensitization than HAZ of AISI 316L. Microstructure analysis also revealed the precipitation of large amounts of chromium carbide at the grain boundaries region of AISI 430 welded steel, causing more sensitization and, as a result, more failure or breaking at the side of AISI 430 weld in the dissimilar weldment of AISI 316L–AISI 430.
Originality/value
The present work has been carried out to determine the appropriate welding conditions for joining AISI 316L and AISI 430, as well as the metallurgical properties of the dissimilar weldment formed between AISI 316L and AISI 430. Owing to the difficulties in measuring the performance of these types of dissimilar joints given their unique mechanical and microstructural characteristics, research on the subject is limited.
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Manish Agarwal and V.S. Prasad Kandi
After completion of the case study, the students will be able to explore the challenges involved in growing a business during its early stages inorganically, discuss the…
Abstract
Learning outcomes
After completion of the case study, the students will be able to explore the challenges involved in growing a business during its early stages inorganically, discuss the challenges faced by start-ups in their quest for growth in an emerging market, investigate the reasons behind the mergers and acquisitions, comprehend the issues in the merger of a start-up and a conventional bank, identify the various possible synergies out of the merger and examine the growth strategies that a troubled start-up such as Slice can follow to survive and expand its business operations.
Case overview/synopsis
The case study discusses the challenges that Slice, a modern fintech organization, and North East Small Finance Bank (NESFB) face due to the changing business and regulatory environment. After working tirelessly to earn the trust of India’s banking regulator, Slice got the approval for its merger with NESFB. While Slice and NESFB got a new lease of life after the approval of their merger, Rajan Bajaj, founder of Slice, needed to make the merger a success by leveraging on the strength of the combined entity and meeting all the lending and other regulatory requirements applicable to small finance banks.
Complexity academic level
This case study is suitable for MBA/MS/BBA/BS students.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
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Manish Bansal, Ashish Kumar and K. N. Badhani
The authors aim at investigating different forms of classification shifting (CS). CS is a novel form of earnings management under which managers misclassify income statement line…
Abstract
Purpose
The authors aim at investigating different forms of classification shifting (CS). CS is a novel form of earnings management under which managers misclassify income statement line items and cash flow statement line items with an intent to report favorable operating performance of firms. In particular, the authors check the existence of revenue misclassification, expense misclassification and cash flows misclassification among Indian firms by taking the uniform sample of firms over a single period.
Design/methodology/approach
Operating revenue model (Malikov et al., 2018), core earnings expectation model (McVay, 2006) and operating cash flows model (Roychowdhury, 2006) are employed for measuring revenue misclassification, expense misclassification and cash flows misclassification, respectively. The panel data regression models are used to analyze the data for this study.
Findings
Based on the sample of 12,870 Bombay Stock Exchange (BSE) listed firm-years observations between 2010 and 2018, we find that, on average, Indian firms are engaged in revenue misclassification rather than expense misclassification to report inflated core earnings. Firms are found to be engaged in cash flows misclassification too. Besides, we find that magnitude of shifting is greater among larger firms. Results also establish that adoption of Ind AS increases the scope of shifting practices. These results are based on several robustness checks.
Practical implications
The results suggest that investors conduct a comprehensive review of the items of financial statements before using them in their portfolio valuation. It suggests auditors check the basis of revenue classification and standard-setting authorities, like ICAI in India, to make more mandatory disclosure requirements for classification of revenues and cash flows. It suggests lenders not to make lending decisions by looking at the operating performance metrics, as CS is the most preferred tool to positively influence the perception of lenders toward operating performance.
Originality/value
It is the first study that investigates different forms of classification shifting jointly for a sample of firms. Most of the earlier studies have examined one kind of classification shifting at a time. This study adds to the existing literature on earnings management by documenting that some firm-specific factors pressurize firms to prefer one form of shifting over another to report inflated core earnings.
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Debajani Sahoo, Rachita Kashyap and Manish Agarwal
This case study is designed to enable students to formulate the strategic planning process in relation to an organization’s resources; assess the critical tasks required for the…
Abstract
Learning outcomes
This case study is designed to enable students to formulate the strategic planning process in relation to an organization’s resources; assess the critical tasks required for the company’s business planning for growth and market expansion; and examine the importance of the value delivery process for the company, its customer and its employees. At the end of the case discussion, students will learn how to plan their business in an emerging market by using their existing resources, where the business stands at present and where it may go in the coming future.
Case overview/synopsis
The case study discusses how Byju’s, an Indian multinational educational technology company, revolutionized student learning programs through its innovative strategic implementation. It explores the company’s growth and expansion strategy by considering a strength, weakness, opportunity and threats analysis. It elaborates on how Byju’s acquired various companies in India and other countries to become an international technology-based educational brand with 150 million users in 2022. The case study also highlights the marketing and promotional strategy used by the company on online and offline platforms. The case study elaborates on the value delivery process and its importance for customer and employee satisfaction. Despite its success in the Indian market, Byju’s faced tough challenges in the US and European markets, such as lower-than-expected growth rates and lower subscription numbers, even though it followed the same strategy as in the Indian market. The acquisition and celebrity strategy works in emerging economies such as India but not in developed countries. The company’s return on investment was down owing to the high costs it had incurred over the years on market acquisitions and marketing promotions. The growing competition was also expected to bring more challenges for Byju’s. New players such as Tata Studi and YouTube planned to enter the market. Byju Raveendran and his management group had to decide whether to maintain or change the current market offering to reflect market developments to satisfy their customers and employees. They also had to determine whether the main components of the marketing strategy, such as the company’s ongoing value delivery process and ongoing strategy toward the target audience, partners and rivals, are advantageous to the firm or not. The team was in dilemma whether the marketing planning process was going in the right direction and how to make all elements of its businesses more efficient in dealing with the issues. Raveendran kept asking questions about to what extent it is still possible to alter the marketing plan.
Complexity academic level
The case study is appropriate for discussion in courses such as marketing management, service marketing and strategic marketing management, whether they are part of an undergraduate program (Bachelor of Business Administration [BBA]), a postgraduate program in business management (Master of Business Administration [MBA]) or an executive-level program (executive MBA). The breadth of business topics addressed and the intricacy of the scenario make this case study best suited to be used after the semester as either a culminating project or as a seminar discussion for undergraduates (BBA). The case study can also be discussed in the marketing management course (graduation level) under the marketing and service strategy chapters.
Subject code
CSS8: Marketing
Supplementary material
Teaching notes are available for educators only.
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Tanushree Mahato and Manish Kumar Jha
There has been a substantial increase in the implementation of programmes that aim to enhance the livelihoods of rural people by organizing them into groups, emphasizing women…
Abstract
Purpose
There has been a substantial increase in the implementation of programmes that aim to enhance the livelihoods of rural people by organizing them into groups, emphasizing women towards achieving women empowerment, which is one of the key goals of the Sustainable Development Goals (SDGs). This study aims to assess the impact of participation in self-help groups (SHGs) under the National Rural Livelihood Mission (NRLM) on the political empowerment of rural tribal women in India.
Design/methodology/approach
This study is based on primary data collected using a multistage random sampling method. Field research is conducted in the state of Jharkhand, primarily focusing on women belonging to the scheduled tribe category. The propensity score matching technique derives the results using the psmatch2 command in STATA.
Findings
The results show a significant positive change in women's access to voting rights, awareness of various government schemes and entitlements, political awareness and participation, campaigning during elections and leadership positions after participation in SHGs under NRLM.
Originality/value
The existing literature indicates that research on the empowerment of tribal women through participation in SHGs is scant. This study makes a novel contribution by examining the effectiveness of participation in SHGs under NRLM on the political empowerment of tribal women in rural India. This study will provide significant insights to the government, policymakers, practitioners and researchers working on SHGs and tribal women’s empowerment.
Peer review
The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-06-2023-0489
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Sagar Lotan Chaudhari and Manish Sinha
India ranks third in the global startup ecosystem in the world incubating more than 50,000 startups and witnessing 15% YoY growth per year. Being a center of innovation and…
Abstract
Purpose
India ranks third in the global startup ecosystem in the world incubating more than 50,000 startups and witnessing 15% YoY growth per year. Being a center of innovation and skilled labor, Indian startups have attracted investments from all over the world. This paper aims at exploring the trends that are driving the growth in the Indian startup ecosystem.
Design/methodology/approach
Top 200 startups according to valuation are selected as a sample to find out the major trends in the Indian startup ecosystem. This paper includes surveying the sample startups about the implementation of trends such as big data, crowdfunding and shared economy in their startup and its tangible, as well as intangible impacts on their business. The result of the survey is analyzed to get an overview of the emerging trends in the Indian startup ecosystem.
Findings
Major ten emerging trends that drive growth in the Indian startup ecosystem are discovered and the areas where these trends can be leveraged are identified.
Originality/value
This research has contributed toward structuring and documenting the growth driving trends, and it will help the budding entrepreneurs to get familiar with the contemporary trends, pros and cons associated with it and the ways to leverage these trends to build a successful startup.