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The purpose of this paper is to propose a model developed through a thorough qualitative analysis of pertinent stakeholder perceptions that can be used to map Master of Business Administration (MBA) students’ aspirations, goals, strengths and weaknesses to create optimal interventions and enable better employability.

This study used an exploratory research design. The authors conducted interviews with 60 stakeholders to identify themes that form constituents of the E-Career Canvas for Individuals (E-CCI) model. To assess the impact of the proposed initiative, 30 random participants were chosen for interviews from among alumni, present students, faculty, recruiters and the university administration across five years.

The proposed model captures the short-term and long-term goals of students concerning their career aspirations. This study has qualitatively explored the impacts of the E-CCI initiative on graduating students’ outcomes. The impacts are positive. The findings also suggest that recruiters do experience an incremental difference among graduates who have participated in the E-CCI program at an educational institute in India.

Business schools may adopt this model to create profiles of their MBA students. Students, as well as institutional administration, may work on mitigating the shortcomings and weaknesses identified through E-CCI initiatives and target the roles matching the profiles of students during placements.

This paper presents a novel model of E-CCI to capture the aspirations of MBA graduates and direct them to fulfil their goals. This study takes into consideration the viewpoints of key stakeholders involved to map the effectiveness of the model.

This paper describes the action learning experiment by the name Follow a Founder of a leading university in India. The purpose of the paper is to reflect on the key takeaways that can be drawn from such an action learning experiment.

This paper is based on a case study, authors’ experience of leading and conceptualizing the program coupled with interviews of multiple stakeholders, which formed the sources of data.

The paper suggests the possibility of implementing such a program at other business schools and universities, provided there is a clear mapping of tasks and objectives and learners are given exposure to real time workplace scenarios.

The paper describes a one of its kind experiment at an Indian university when it comes to applying action learning in a taught program.

The learning outcomes are as follows: to comprehend the dynamics of crisis management in the airline industry and appreciate how sudden shifts in critical human resources, like a pilot exodus, can impact an airline’s operations and its market position and image; to explore the legal and ethical considerations involved in managing employee contracts and transitions, emphasizing the complexities and responsibilities in this process; and to evaluate human resource retention strategies in a competitive market highlighting the importance of these strategies in maintaining a stable and skilled workforce.

In August 2023, Akasa Air, an emerging Indian airline barely a year old, found itself entangled in a challenging predicament due to an abrupt pilot exodus to rival Air India Express. This development resulted in significant operational setbacks for Akasa Air, notably the cancellation of over 800 flights as 43 pilots departed within weeks. In reaction, Akasa Air initiated legal proceedings against the pilots, accusing them of contract violations for not adhering to the required six-month notice period. Represented by Nora Chambers, a leading company law firm, the airline navigated a complex legal landscape, contending with both the pilots and Air India Express. The defense from Air India Express hinged on the argument that the pilots had settled their early departure through substantial bond payments, alleged to cover training expenses. This legal conflict occurred against a backdrop of broader challenges within Akasa Air, particularly concerning the viability of their business model in a fiercely competitive aviation market. The airline’s strategy, involving a significant increase in pilot salaries, mirrored industry-wide efforts to secure and retain skilled aviation personnel. The crisis at Akasa Air underscored the turbulent dynamics of the Indian aviation sector, already shaken by similar issues in other airlines like Indigo. Confronted with this critical situation, the leadership at Akasa Air was compelled to make a pivotal decision: either to overhaul their recruitment and retention policies, engage in negotiations with Air India Express or aggressively pursue legal action against any entities hiring their pilots. This strategic choice was not only vital for Akasa Air’s immediate trajectory but also for shaping its influence in the competitive Indian airline industry.

This case is ideal for Masters-level courses in Strategic Management, Human Resource Management and Aviation Management. It also fits well into executive education and professional development programs, particularly for those focused on crisis management and legal aspects of employee relations in the aviation sector. Suitable for a 60–80-min class discussion, the case is beneficial for both management students and professionals, offering practical insights into managing complex industry-specific challenges.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

After completion of this case study, students will be able to help participants appreciate how the personal experiences of the founder(s) shape the inception of a social venture and impact its ongoing evolution; elucidate the intricacies and challenges inherent in managing a mission-driven organization dedicated to serving the underserved segments of society; emphasize the difficulties associated with exploring opportunities for scaling up a social venture; and facilitate comprehension of the various options and strategies available for achieving scalability.

The Kalinga Institute of Social Sciences (KISS), founded in 1992–1993 by Prof. Achyuta Samanta in Bhubaneswar, was a pioneering institution with a distinctive focus on providing high-quality education at all levels, exclusively to tribal students. From its inception, KISS remained unwavering in its commitment to the holistic development of marginalized tribal communities. It offered not just free education but also comprehensive support, including accommodation, food and health care, to thousands of students spanning from kindergarten to post-graduation levels. Remarkably, KISS held the unique distinction of being the world’s only university dedicated to tribal education. Over the years, KISS witnessed remarkable growth, evolving from a modest 125 students in 1992–1993 to a thriving community of 30,000 students. Its success garnered attention from federal and state governments, public institutions, philanthropists and corporations, all intrigued by the prospect of replicating its transformative model in diverse regions of the country. KISS even received invitations to establish similar campuses in neighbouring countries such as Sri Lanka, Bangladesh and Nepal. What set KISS apart was its self-sustaining approach. While it did receive support from like-minded organizations and government schemes, it operated without charging any fees to its students. This ethos posed a unique challenge for Samanta: determining the nature and extent of support and resources required should KISS choose to expand its impact beyond its current boundaries.

This case study is suited for inclusion in courses pertaining to social innovation and non-profit management, particularly in modules around the theme of scaling social innovation. It provides an illustration of the growth trajectory of social innovation-oriented ventures and the key factors underlining their success and sustainability. Furthermore, this case study delves into the inherent tensions that often emerge during the process of scaling up such initiatives.

In addition to the MBA-level courses, this case study can also be used as a resource for executive education programs with a specific focus on social purpose organizations and those dedicated to fostering partnerships in pursuit of social goals. It offers insights into the dynamics of these organizations and their collaborative efforts towards achieving social impact.

To effectively explore and analyse the case material, instructors should allocate approximately 70–90 min of class discussion time.

Teaching notes are available for educators only.

CSS11: Strategy.

The purpose of this study is to examine the dimensionality of relational benefits in public bike sharing (PBS) and explore the mediating role of user satisfaction and engagement on the linkage between relational benefits and continuance intention.

This study used a mixed method approach. Data were collected using convenience sampling technique from 411 users of PBS in Bhubaneswar, India. In the first part of the study, in-depth interviews were conducted to identify a set of relational benefits for scale development. In the second part, CB-SEM was used to establish the reliability and validity of the scale and test the hypotheses linking relational benefits with user satisfaction, engagement and continuance intention.

The analysis suggests that relational benefit is a second order construct having five distinct yet related dimensions namely economic, convenience, environmental, identity related and health and safety benefits. Also, the impact of relational benefits on continuance intention is positively and significantly mediated through user satisfaction and engagement.

This study is conducted in only one Indian city and is limited to PBS, which, is one of the elements of green transportation and does not cover other modes of transportation. Therefore, generalization of findings beyond this region and the mode of transportation should be done with caution.

This study contributes to the extant management literature by examining the mediating role of user satisfaction and engagement on the linkage between relational benefits and continuance intention which is an unexplored area of research. The study adds to existing knowledge by exploring the dimensionality of relational benefits in PBS context.

The purpose of this study is to identify and develop an understanding of various success factors in implementing an efficient court management system by the court managers employed at the trial courts and high courts in India. Court management implies using a professional approach using managerial tools and techniques in managing courts.

This study is based on a case study with two Indian states demonstrating efficiency in judicial operation with the adoption of court management techniques. Semi-structured interviews with the court registry, court managers, document studies, court visits, along with observation are the main data sources.

It was observed that managerial practices of job autonomy, regular feedback, clear job expectations and support from the supervisor/reporting officer act as critical success factors for court management efficiency.

This paper adds empirical insight from the Indian viewpoint on existing literature concerning management of courts.

This paper aims at exploring the role of legislations in university startups.

Systematic review of legislations in three countries, namely, the USA, Japan and India, has been carried out to assimilate the role of special legislations in university startups.

The findings of the study reveal the important role that legislations can play in bringing out more university startups. Legislations not only protect the interest of the founder but also provide a cushion to explore further opportunities.

The implications for the makers of the legislations and policies start with the understanding that conducive legislations can help the founders to take up the challenge of starting a commercial entity out of research output.

The study adds to the limited literature connecting university startups and legislations.

The purpose of this paper is to share the experience of Centre for Management Studies, NALSAR University of Law in developing the new MBA programme in Court Administration and Management.

This paper describes the urgent need of skilled managers for court management and administration in an Indian context. The identification of the gap in skilled manpower and the availability of a structured learning platform at a master’s level is also discussed in the paper. In addition, the detailed process that the university adopted in developing the programme objectives, structure and curriculum is also explained.

Educational innovations are rare. This programme is one-of-its-kind in India. NALSAR University of Law introduced this programme after a rigorous screening and evaluation process. This paper highlights the importance of proper planning and execution in introducing innovative programmes. The paper also highlights the acceptance that the programme received from all stakeholders due to its relevance and diligent planning.

This paper makes an attempt to provide the detailed workflow that any university should undertake prior to launching any programme. The importance of identifying relevant stakeholders, the process of developing a programme, curating and conducting the process for best outcomes, with an emphasis on the contribution that a university can make is discussed in detail.

MBA in Court Administration and Management offered by NALSAR University of Law is unique as similar programmes are not offered by any other university in India. Thus, this paper is a novel contribution in highlighting the development and launch of the programme in Asia.