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Article
Publication date: 14 July 2023

Justin Zuopeng Zhang, Wu He, Sachin Shetty, Xin Tian, Yuming He, Abhishek Behl and Ajith Kumar Vadakki Veetil

Despite rapid growth in blockchains, there was limited discussion about non-technical and technical factors on blockchain governance in the extant literature. This study aims to…

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Abstract

Purpose

Despite rapid growth in blockchains, there was limited discussion about non-technical and technical factors on blockchain governance in the extant literature. This study aims to contribute new knowledge to the literature on potential factors affecting the adoption, governance and scale-up of blockchain technologies in the health-care and energy sectors, presented in a holistic framework.

Design/methodology/approach

This study adopts the qualitative case study research methodology to research blockchain governance in practice. The authors contacted a national blockchain consortium to conduct their research on the governance issue of blockchain. Two leading case organizations, one from the health-care industry and another from the energy industry, were deliberately selected for their study for their active role and reputation in the consortium and practical experience in blockchain governance.

Findings

The developed framework helps identify potential research gaps or concerns on adopting a blockchain as well as assessing blockchain implementation and governance in other industries. Depending on the circumstances, some of the factors can be either drivers or obstacles to further blockchain development. The different forces may also be more or less evident over time as blockchains develop. The two real-world case studies contribute to the information technology governance literature on blockchain governance.

Originality/value

The results of this case studies will be beneficial for developing theories and empirical models to determine antecedents for achieving consensus and trust in blockchain and testing the relationship between these factors and blockchain governance at different levels. As a result, theories related to the governance of blockchain technologies could be further developed.

Details

Journal of Management History, vol. 30 no. 2
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 12 October 2020

Anil Kumar, Rohit Kumar Singh and Sachin Modgil

The objective of the study is to test a conceptual model based on the interrelation between data-driven supply chain quality management practices (DDSCQMP) and the performance of…

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Abstract

Purpose

The objective of the study is to test a conceptual model based on the interrelation between data-driven supply chain quality management practices (DDSCQMP) and the performance of organized retailing firms in India.

Design/methodology/approach

Based on a comprehensive review of literature, the dimensions of DDSCQMP concerning the Indian organized retail sector have been extracted. Considering the research objectives, the research data has been collected using a structured questionnaire from Indian retailers. Overall 133 questionnaires were responded successfully from retailers. The model was tested using structured equation modeling (SEM) through PLS 3.0.

Findings

The research findings confirm hypotheses and reveal the statistically significant relationship between DDSCQMP and retailers' performance at an aggregate level. However, the results of the individual-level analysis of DDSCQMP appear to vary from practice to practice. Among various DDSCQMP, “customer focus” with the highest beta (ß) value was found to have the greatest impact on performance followed by “employee relations”.

Originality/value

The study provides empirical justification for a structural model that identifies a positive and significant relationship between DDSCQMP and organizational performance within the context of organized retail sector of India.

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Article
Publication date: 9 September 2021

Dana Abdulla Alrahbi, Mehmood Khan, Shivam Gupta, Sachin Modgil and Charbel Jose Chiappetta Jabbour

The health-care industry has multiple stakeholders, with knowledge dispersed among clinicians, experts and patients and their families. As the adoption of health-care information…

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Abstract

Purpose

The health-care industry has multiple stakeholders, with knowledge dispersed among clinicians, experts and patients and their families. As the adoption of health-care information technologies (HITs) depends on multiple factors, this study aims to uncover the motivators for adopting them.

Design/methodology/approach

The study considers 391 respondents, representing the health-care sector, to evaluate the motivators for adopting HITs for better-dispersed knowledge management. The authors analyze the responses using exploratory factor analysis (EFA) to identify the actual structure of the factors, followed by confirmatory factor analysis (CFA).

Findings

EFA categorized the factors into four classes: quality management; information sharing; strategic governance; and available technological infrastructure. CFA revealed that the strategic governance factor is most predictive of successfully adopting HITs that model the normative pressure of Institutional theory in health-care organizations. These results indicate that, along with considerations of finances, care quality and infrastructure, effective government involvement and policy-making are important for successful HIT adoption.

Practical implications

Results reveal that stakeholders’ motivating factors for HIT adoption in a developed economy like the United Arab Emirates are based on considering HITs as a knowledge management mechanism. These factors may help other nations in HIT implementation and drive valuable innovations in the health-care sector. This research presents the implications for health-care professionals and stakeholders in relation to adopting HITs and their role in knowledge flow for efficient care.

Originality/value

HITs offer an affordable and convenient platform for collaboration among diverse teams in the health-care sector. Apart from this, it helps in facilitating an interactive platform for knowledge creation and transfer for the benefit of users and providers.

Details

Journal of Knowledge Management, vol. 26 no. 6
Type: Research Article
ISSN: 1367-3270

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Book part
Publication date: 15 February 2021

P. M. Kamath

Is India backing out from its commitment to No First Use (NFU) of nuclear weapons (NWs)? It was a highly debated issue in newspapers and electronic media in August 2019. What…

Abstract

Is India backing out from its commitment to No First Use (NFU) of nuclear weapons (NWs)? It was a highly debated issue in newspapers and electronic media in August 2019. What triggered this question? In this chapter, I intend to, after explaining significance of NWs in Indian defence strategy and nuclear doctrine that includes Indian commitment to NFU of NWs, answer the two questions raised in reverse order briefly.

Details

New Frontiers in Conflict Management and Peace Economics: With a Focus on Human Security
Type: Book
ISBN: 978-1-83982-426-5

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Article
Publication date: 12 August 2011

Rahul Gadekar, Kiran Thakur and Peng Hwa Ang

The purpose of this exploratory study is to look at how the Internet was used by political parties and candidates during the Indian parliamentary elections of 2009.

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Abstract

Purpose

The purpose of this exploratory study is to look at how the Internet was used by political parties and candidates during the Indian parliamentary elections of 2009.

Design/methodology/approach

A total of 31 web sites belonging to political parties and their candidates in the Indian states of Maharashtra and Gujarat were examined for how they were used to mobilize volunteers and voters. An online questionnaire and in‐depth interviews were administered to the web site coordinators/designers and politicians.

Findings

The study found that sites were not used to their maximum potential but instead, merely for publicity, online presence, and to explore the new medium. There was greater reliance by most candidates on traditional media such as rallies and face‐to‐face interaction. The reason may be due to the limited Internet penetration in India, which also means the Internet may have less influence on voters. Some candidates have shown the way to the potential use of the medium for fund raising and recruiting volunteers. But Indian politicians will likely continue to be cautious in using the Internet.

Research limitations/implications

This study was limited to the states of Maharashtra and Gujarat and did not consider the impact or the effectiveness of the Internet.

Originality/value

This is the first such study of the use of web sites for electioneering in India. It also documents the development in the use of the new medium for campaigning in 2009 as compared with the elections of 2004.

Details

Internet Research, vol. 21 no. 4
Type: Research Article
ISSN: 1066-2243

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Case study
Publication date: 20 October 2017

Varun Agarwal and Sweta Agrawalla

Marketing Management, Product & Brand Management, Entrepreneurship.

Abstract

Subject area

Marketing Management, Product & Brand Management, Entrepreneurship.

Study level/applicability

This case can be taught effectively to MBA/BBA students as part of Marketing Management, Product & Brand Management, Entrepreneurship.

Case overview

The case talks about the marketing mix strategy of India’s fastest growing fast moving consumer goods (FMCGs) brand Patanjali, with a tremendous revenue growth rate of 100 per cent for the past five years, leaving major FMCG companies insomniac. Patanjali Ayurved Limited riding on Baba Ramdev’s brand equity positioned itself as an authentic Ayurved brand with ancient Indian roots. Patanjali’s product line ranges from healthcare, personal care, home care, to food and more. Patanjali’s products were priced 10-40 per cent lower than that of its competitors. Run by franchisees, Patanjali had a three-tier distribution system. These included Patanjali Chikitsalayas which were franchise dispensaries and clinics along with doctors, Patanjali Arogya Kendra which were health and wellness centres and Swadeshi Kendra, non-medicine outlets. The company has 15,000 exclusive outlets across India and plans to grow to 1,00,000 exclusive outlets by 2020. Patanjali amazed the world by achieving phenomenal success without spending much on advertising in its nascent stage. Recently Patanjali adopted the multinational corporation (MNC) style of advertising by hiring two top advertising agencies McCann and DDB Mudra to prepare the company for the next phase of growth. Patanjali diversified into various segments of the market, ranging from FMCG products, Ayurvedic medicines, Ayurvedic hospitals and a medical college. Patanjali plans to enter various categories of products including the beauty products segment to compete with major MNCs, the baby care segment to compete with Johnson & Johnson, and the sports segment to compete with Nike and Adidas. Patanjali as a brand has a strong positioning in the minds of consumers as a natural and Ayurvedic brand. Will Patanjali’s foray into so many diversified segments lead to a brand extension trap and confused positioning? Because Patanjali as a brand, solely rides on Baba Ramdev’s image, if Baba Ramdev ever finds himself at the centre of a controversy, will Patanjali’s brand equity take a hit? Will it affect the brand Patanjali? Even if Baba Ramdev does not get into any controversy, what will happen to the brand Patanjali when Baba Ramdev is no more? Who should be the next face of Patanjali? Can the brand survive without a face?

Expected learning outcomes

The case is designed to enable students to understand the following key learning points: The concept of marketing mix. Product mix, Promotion mix branding (especially “Person as a Brand”), customer-based brand equity (CBBE) model or brand resonance pyramid.

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.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 8 November 2023

Biju Varkkey and Bhumi Trivedi

Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the…

Abstract

Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the Far East, with a portfolio of hospitals, clinics, diagnostic centres and retail pharmacies. AR, under the leadership of Chief Executive Officer (CEO) Jobilal Vavachan, is well known for its people-centric approach, unique culture and innovative human resource (HR) practices. AR has won multiple awards for HR practices, service quality and business performance. In a recent corporate restructuring (2018), “Aster Primary Care” was carved out by combining the group's Clinics and Retail businesses. This case discusses the evolution of AR's HR journey and the challenges associated with integrating culturally diverse businesses without compromising the values of ADMH and its promise, “We'll Treat You Well.”

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

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Article
Publication date: 26 April 2022

Sayee Manohar Krishnamurthy and Krishna Venkitachalam

The purpose of this research is to portray the historical evolution of retailing from 1980 to 2020. The study considers India as the domain as it is one of the fastest growing…

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Abstract

Purpose

The purpose of this research is to portray the historical evolution of retailing from 1980 to 2020. The study considers India as the domain as it is one of the fastest growing markets, and the retail growth is anticipated to reach more than one trillion dollars within this decade.

Design/methodology/approach

This paper captures the historical growth trajectory of retailing from the pre-online era to the online era and highlights how the retail environment has become modernized and sophisticated in the process in India.

Findings

The study traces the journey of retail from 1980 to the multi-billion-dollar sector it had become by 2020 in India. Furthermore, the article provides an overview of how the different retail forms and players in the Indian retail sector have been shaping the industry over the last four decades. During this period, there has been a transformational change in the format of Indian retailing. The Indian consumers' shopping mindset moved from physical in the 1980s to online, and now “Phygital” (Physical and Digital) in 2020s has become an omni-channel platform in Indian retail.

Originality/value

This paper aims to present a viewpoint of the evolutions of retailing from the unorganized to the organized form and from the physical to the online form over the last 40 years in the Indian retail sector landscape.

Details

Journal of Strategy and Management, vol. 16 no. 1
Type: Research Article
ISSN: 1755-425X

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Case study
Publication date: 6 December 2023

Abhishek Sinha, Ranajee Ranajee and Sanjib Dutta

This case study is designed to enable students to analyze the competitive landscape of a business impacted by technological disruption; evaluate the viability of an organic growth…

Abstract

Learning outcomes

This case study is designed to enable students to analyze the competitive landscape of a business impacted by technological disruption; evaluate the viability of an organic growth strategy using stakeholder analysis; evaluate the revenue and cost structure of Apollo 24/7 and decide on the future investment strategy; and analyze funding strategies of traditional hospitals versus pure digital players.

Case overview/synopsis

To extend its reach, Apollo Hospitals Enterprise (Apollo Hospitals), a leading private sector brick-and-mortar hospital chain in India known for using state-of-the-art technology, launched a unified virtual mobile platform Apollo 24/7 in February 2020, 45 days into the COVID-19 pandemic. The management believed that the digital platform had a unique ecosystem that could not be replicated. The analysts were optimistic about the impact of the decision on the future performance of Apollo Hospitals, as it was expected to lead to higher penetration and increased revenue. They also anticipated the unlocking of value, as and when the venture capitalist (VC) would invest in Apollo Hospitals. However, with increasing operating expenses on account of burgeoning technological and marketing expenses, things did not seem to go going as planned. Three years later, in February 2022 after the Q3 of financial year 2023 results. Suneeta Reddy, the company’s managing director found herself pondering whether the digital platform could boost Apollo Hospitals’ profitability in addition to expanding its reach and increasing affordability when the company missed the analyst estimates. In India, which was then the second most populous country, “incremental access” and “affordability” were what mattered to the patients, However, for the investors and analysts, it was quarter-on-quarter performance. The change in the macroeconomic environment stalled the company’s plan of raising money from VCs.

Furthermore, the financing dilemma also plagued Reddy. She knew there was a difference between financing for conventional businesses that for digital businesses. She also had to take decide between short-term profitability with which investors were obsessed versus long-term sustainability, which involved taking care of stakeholders’ interests.

Complexity academic level

This case study is basically aimed at postgraduate courses and executive management courses.

Supplementary materials

Teaching notes are available for educators only.

Subject Code

CSS11: Strategy.

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