Rajendra Prasad Mohanty and Prince Augustin
This paper traces the historical evolution and growth trajectory of the automotive and farm equipment sector, which is a very significant entity of the Mahindra & Mahindra (M&M…
Abstract
Purpose
This paper traces the historical evolution and growth trajectory of the automotive and farm equipment sector, which is a very significant entity of the Mahindra & Mahindra (M&M) group. The purpose of this paper is to understand and provide a pragmatic framework through which the authors can see what were the internal and external factors and the spirit of the contemporary times that led to the changes in the nature of the group.
Design/methodology/approach
The “Greiner curve” model has been applied to interpret the evolutionary growth of the group and strategic trajectory explaining characteristics in its different phases.
Findings
M&M initially went through its share of learning and grew through pragmatic and, orchestrated entrepreneurial risk. The group made a very successful transition from a proprietorship model to a professionally managed group. It is found that rapid growth has been possible through innovation led collaboration. The group is increasingly organizing its innovation activities around the development of responses to specific challenges.
Research limitations/implications
This study suffers from methodological limitations associated with a stage model that the estimated length of the time the organizations will stay in a phase is not known. It is unclear whether passage through all stages is necessary; or whether, in some circumstances, one or more stages may be omitted, and if variations in sequencing can occur. The data for the initial years was not available in primary form and the paper had to depend entirely on the secondary sources.
Practical implications
Various strategies adopted by the group from time to time have practical implications for Indian economy. The group has faced many challenges, but challenge-led collaboration-driven approach represents a new type of innovation process that contrasts with other methods of business strategies and provides a sharper focus for managerial and technical issues and brings together stakeholders with diverse interests, expertise and perspectives.
Originality/value
This study is a unique attempt in India to trace the evolution of the strategic interventions in the context of a major business group, which is considered to be a symbolic representation of Indian economic history. The paper has got both academic as well as managerial utility.
Details
Keywords
– This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Mahindra & Mahindra initially went through its share of learning and grew through pragmatic and orchestrated entrepreneurial risk. The group made a very successful transition from a proprietorship model to a professionally managed group. It is found that rapid growth has been possible through innovation-led collaboration. The group is increasingly organizing its innovation activities around the development of responses to specific challenges.
Practical implications
The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Details
Keywords
Venkat Ramaswamy and Naveen Chopra
This case shows how a set of six steps that captured the essence of implementing co-creation thinking to promote transformational change were applied in a complex corporate…
Abstract
Purpose
This case shows how a set of six steps that captured the essence of implementing co-creation thinking to promote transformational change were applied in a complex corporate manufacturing operation in India.
Design/methodology/approach
This case describes how the co-creation paradigm of value creation was applied step by step in the quality function across the five operating sites of Mahindra's Automotive Division, a subsidiary of the conglomerate Mahindra Group. The case also looks at the results as the initial experiment expanded.
Findings
By enlisting employees and a range of other stakeholders the firm was able to greatly improve product quality. The success of the initial program caused executives in other units of the firm to become co-creation of value process champions.
Practical implications
The six-step process is: 1. Identify key stakeholders and increase their willingness to engage. 2. Set up platforms purposefully designed to engage individuals more co-creatively, with environments of interactions configured around people's “lived” experiences. 3. Identify and support new co-creation champions. 4. Expand the circle of stakeholders and joint value creation opportunities. 5. Deepen the impact and enable the viral spread of “win more-win more” value creation in the enterprise ecosystem. 6. Engage stakeholders across private, public, and social sectors to expand wealth, welfare and well-being for the benefit of all.
Originality/value
Co-authored by a leading authority on the theory of co-creation of value and a senior executive at a large corporation, this case will be useful to practicing managers in all industries.
Details
Keywords
COVID-19 in Haiti.
Details
DOI: 10.1108/OXAN-DB251897
ISSN: 2633-304X
Keywords
Geographic
Topical
Cahal McLaughlin and Siobhán Wills
Two western Europeans produced a film It Stays With You: Use of Force by UN Peacekeepers in Haiti (50 minutes, 2018) about the uses and results of violence by United Nations…
Abstract
Two western Europeans produced a film It Stays With You: Use of Force by UN Peacekeepers in Haiti (50 minutes, 2018) about the uses and results of violence by United Nations peacekeeping troops in Haiti. Here, they offer an opportunity to reflect on and learn from an array of themes that include wealth disparity, resource inequality, language barriers, distant communication, and physical and mental health. Such contrasts of access to resources test the possibilities that participatory practices can offer, and this chapter attempts to draw out what was achieved, and what was not, in such a collaboration, by reflecting on what challenges were faced, how these were addressed, and what lessons were learned.
Details
Keywords
The Foreign Corrupt Practices Act (FCPA) of 1977 and its amendment – the Trade and Competitive Act of 1988 – are unique not only in the history of the accounting and auditing…
Abstract
The Foreign Corrupt Practices Act (FCPA) of 1977 and its amendment – the Trade and Competitive Act of 1988 – are unique not only in the history of the accounting and auditing profession, but also in international law. The Acts raised awareness of the need for efficient and adequate internal control systems to prevent illegal acts such as the bribery of foreign officials, political parties and governments to secure or maintain contracts overseas. Its uniqueness is also due to the fact that the USA is the first country to pioneer such a legislation that impacted foreign trade, international law and codes of ethics. The research traces the history of the FCPA before and after its enactment, the role played by the various branches of the United States Government – Congress, Department of Justice, Securities Exchange commission (SEC), Central Intelligence Agency (CIA) and the Internal Revenue Service (IRS); the contributions made by professional associations such as the American Institute of Certified Public Accountants (AICFA), the Institute of Internal Auditors (IIA), the American Bar Association (ABA); and, finally, the role played by various international organizations such as the United Nations (UN), the Organization for Economic Cooperation and Development (OECD), the World Trade Organization (WTO) and the International Federation of Accountants (IFAC). A cultural, ethical and legalistic background will give a better understanding of the FCPA as wll as the rationale for its controversy.
Details
Keywords
Political outlook for Liberia.
Details
DOI: 10.1108/OXAN-DB212696
ISSN: 2633-304X
Keywords
Geographic
Topical
International tourists traveling the eastern Adriatic are sometimes perplexed when some guides describe a Venetian bell tower, a Byzantine church, or Roman ruins as solely…
Abstract
International tourists traveling the eastern Adriatic are sometimes perplexed when some guides describe a Venetian bell tower, a Byzantine church, or Roman ruins as solely Croatian or Slovenian cultural heritage. If the same guides would then reveal that Marco Polo should be spelled Marko Polo for his Croatian origins, their perplexities would probably grow stronger. Most of the time, the same tourists are unaware that the Austrian Navy kept the codes and the tradition of the Serenissima Republic of Venice. Actually, until the Empire split in 1867, it was named Österreich-Venizianische Marine (Austro-Venetian Navy). Interestingly, according to the legend, the Austrian Admiral von Tegheltoff (German speaking subject of the Empire, born in the Alpine town of Maribor-Marburg, currently in Slovenia) after the famous victory in the battle of Lissa in 1866 hailed “Viva San Marco!” The Austrian victory against the fleet of the Kingdom of Italy was surprising and it has become a legendary one both in a good and bad sense. Accordingly, it has been later romanticized in different ways and strategically imbued with moral values by diverse actors. For instance, the journal of Admiral Wilhelm von Tegheltoff reports the famous sentence: “Iron men with wooden ships defeated wooden men with iron ships.” So, Tegheltoff stressed the virtues of the imperial subjects vis-à-vis the lack of moral strength of the opponents. As a matter of fact, the kingdom of Italy's fleet was stronger in numbers and technologically more advanced, but less organized and riddled with conflicts among the admirals. Quite differently, hundred years later, one of the most prominent journalists and writers from the Italian region of Veneto, Guido Piovene, said that: “the battle of Lissa has been the last great victory of the Venetian fleet.” The reason for such statement is that the mariners boarded in the Austro-Venetian fleet were all from former Venetian lands, such as Veneto, Istria and Dalmatia. Therefore, from this standpoint, the battle of Lissa is a matter of an “Italian” dispute between different maritime traditions, namely the Adriatic one of Venice and the antagonist Genoese or Neapolitan. Conversely, in Croatia and Slovenia, there is usually a different version of the story. The battle of Lissa is seen as a victory of a Croatian-Slavic navy over the Italians. Particularly, the battle of Vis (Lissa) is usually referred to as part of Croatian national history and it is a crucial step to legitimize the Croatian identity on the Adriatic Sea, because many of the sailors were ethnically Croats.
This paper analyses the marketing strategy, marketing mix and brand development of SF Paris rugby union club, which succeeded in attracting huge crowds (around 75,000 spectators…
Abstract
This paper analyses the marketing strategy, marketing mix and brand development of SF Paris rugby union club, which succeeded in attracting huge crowds (around 75,000 spectators) for several regular season games and in building strong brand equity. Parallels with American professional sports are drawn and differences from other European clubs highlighted. Finally, planning, consistency and in particular innovation are identified as key factors for success in implementation of the club's marketing strategy.