Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship presents case studies and research findings from some of the most vibrant areas of inquiry in organization science today. With the latest developments in advanced technologies affecting every aspect of work life, enhancing human autonomy, freedom of expression, and empowerment take central stage for maintaining wellbeing and efficiency in organizations. Despite the rapid evolution of digitization and automation of work, human capital remains the most sought after asset in all forms of organizations for fostering innovation and entrepreneurship. Even though many traditional types of work are disappearing, new forms are continuously evolving, creating an unprecedented need for recruiting and developing human talent. The young generation of workers are no longer motivated just to do well financially. Instead, they are driven by a genuine desire to find meaning and dignity in work and a yearning to create positive change.

Management scholars from all around the world contributed to bring together in one place this eclectic collection of brilliantly designed cases and original findings from carefully designed research. This volume is divided into three Sections:

• Human Resources, Knowledge Management, Organization Development, and Technology• Marketing and Product Development • Entrepreneurship, Industry Perspectives, and Strategy

The book should be a valuable resource for management students, organization science researchers, OD practitioners, change management consultants, business leaders, and policy makers.

Ajoy Kumar Dey is a practicing management expert and Professor, BIMTECH, Greater Noida, India. He is the editor of South Asian Journal of Business and Management Cases, a SCOPUS indexed journal published by Sage. He is the guest editor of three special issues of Inderscience journals and a member of the Editorial Advisory Boards of many leading international management research journals. He is a university rank holder possessing a blend of corporate, consultancy and academic experience.

Tojo Thatchenkery (Ph.D. Weatherhead School of Management, Case Western Reserve University) is professor and director of the Organization Development and Knowledge Management program at the Schar School of Policy & Government, George Mason University, Arlington, Virginia, U.S.A.

Leveraging Human Resources for Hum

anizing Managem

ent Practices and Fostering Entrepreneurship

Editors Dey • Thatchenkery

Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

Editors

Ajoy Kumar Dey Tojo Thatchenkery

$ 1499

9 789387 471351

ISBN 978-93-87471-35-1

LEVERAGING HUMAN RESOURCES FOR HUMANIZING MANAGEMENT PRACTICES

AND FOSTERING ENTREPRENEURSHIP

Editors

AJOY KUMAR DEY and

TOJO THATCHENKERY

LEVERAGING HUMAN RESOURCES FOR HUMANIZING MANAGEMENT PRACTICES

AND FOSTERING ENTREPRENEURSHIP

© BIMTECH, 2018

First published, 2018

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All the cases in this volume are developed as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation or decision making.

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Contents

Acknowledgements ixIntroduction xi

SECTION 1: HUMAN RESOURCES, KNOWLEDGE MANAGEMENT, ORGANIZATION DEVELOPMENT, AND TECHNOLOGY

1. Digitalizing Rehabilitation Services: Case Brain Injury Clinic 3Hanna Lehtimäki and Malla Mattila

2. Organizational Innovations by Using Cyber-Physical Systems 14Sebastian Allegretti, Sven Seidenstricker and Timo Pischzan

3. Communication Challenges at Nikunj Builders 28Archana Shrivastava

4. Publish or Perish: Unleashing Knowledge to Practitioners with the End User in Mind 32Wanda Tisby-Cousar and Bridgitt L. Mitchell

5. Diminishment is the Task of Pull-Down Aggression: A Contribution to the Taxonomy of Nonphysical Aggression 43Loretta M. Hobbs

6. Applying a Technology Faculty’s Teaching Strategies to Develop Accounting Faculty to Teach Technology 56Kristine M. Brands and Debora Elam

7. Managing Attrition at Blackberrys Gurugram, India 70Himanshi Tiwari

8. Reengineering Human Resource Processes: Case of Sky Cinemas 84Paridhi Khanduja and Manosi Chaudhuri

9. Impact of Employee Selection, Training and Development, Performance Appraisal and Career Planning on Organizational Citizenship Behavior: A Study of Information Technology Professionals 92Jaya Gupta and Sameer Gupta

10. Developing Human Resource Management Practices in Embarc Information Technology (P) Ltd., Noida Special Economic Zone (NSEZ), India 104Gunjan Gupta, Geeta Rana and Alok Goel

vi Contents

11. Turnover, Trust, and Communication: Worldwide Education Initiative Case Study 117Linda Christie and Katherine Dubrowski

12. Rayyan’s Dilemma, Fight or Flight…! 128Abdul Qadir

SECTION 2: MARKETING AND PRODUCT DEVELOPMENT

13. Resolving Food Wastage Using House of Quality 137Saroj Koul and Hima Gupta

14. Cognitive Oversimplification Processes in Research and Development Environments: A Case Study of the Mita and Vita Projects 150Ramkrishnan (Ram) V. Tenkasi

15. Cappuccino to Irani Chai: Research Case 162Vijayan Pankajakshan, Namrata Singh and Shagun Barabde

16. Influence of Store Atmospherics on Purchase Intentions 168Veenu Sharma, Divya Sharma and Amrendra Pandey

17. But I Would Like to Try This! Persuading and Resisting with Emotion 177Eeva Aromaa, Päivi Eriksson and Tero Montonen

18. Hedonic Shoppers Factors Influencing Customer Satisfaction in Delhi and National Capital Region: An Analysis 187Pooja Misra, Prachi Deepak Patil and Aparna Gupta

19. 100,000 Hours of Talking about the Brand: Engagement with Corporate Rebranding in a Telecommunications Company 198Esa Hiltunen and Maarit Lammassaari

20. Go Solo, Grow Fast: Hyundai Motor’s Mantra for Success in Indian Market 206Utpal Chattopadhyay

21. Service Quality Appraisal at Some Japanese Business Hotel Chains 220Masaki Iijima, Takumi Matsui, Tetsuhisa Oda and Masao Tao

22. SpiceJet: Its Reincarnation 229Arunaditya Sahay

23. Case Botnia in Uruguay: Stakeholder Influence Strategies 246Lara Gonzalez Porras, Anna Heikkinen and Johanna Kujala

SECTION 3: ENTREPRENEURSHIP, INDUSTRY PERSPECTIVES AND STRATEGY

24. The Reflection to Scale Up to Be Better Off 261Kohei Nishikawa

Contents vii

25. Consumers’ Delight Fortified Entrepreneurship: A Case Study of Maharaja Masala Udyog 271H.M. Jha ‘Bidyarthi’, Mayur A. Dande, Pawan M. Kuchar, Satya Mohan Mishra and Ashish K. Shrivastava

26. Academic Spin-Off Managers as Builders of Resources 280Olli-Matti Nevalainen, Päivi Eriksson and Tero Montonen

27. The Boxer Store: Boxing the Underclothes Challenge 291Ruchi Khandelwal and Ruchi Jain

28. An Entrepreneurial Journey: Exploring Possibilities for Advancement 302Raveesh Agarwal and Saket Agarwal

29. Power in the Commercialization Process: Adopting a Critical Sensemaking Approach to Academic Entrepreneurship 307Jukka Moilanen, Tero Montonen and Päivi Eriksson

30. Investigation of Competitive Dynamics of Life Insurance in India: Key Success Factors of Life Insurance Corporation 316Mona Chaudhary, Harjit Singh and Amit Kumar Mishra

31. Use of Technology for Sustainable and Inclusive Growth in Insurance: A Case of Bajaj Allianz General Insurance Company 326Manoj K. Pandey and Pallavi Seth

32. The Future of the United States Aerospace Industry: An Analysis of Likely, Best, and Worst Case Scenarios for Five Factors 338Ron J. Newton

33. Evaluation of Pricing Policy of Cab Aggregators in India 349C. Anirvinna

34. Patratu Vidyut Utpadan Nigam Limited at Crossroads 358Sanjay Kayasth and Arunaditya Sahay

Author Index 371

Award Winning Cases

BIMTECHDr G D SARDANA MEMORIAL YOUNG SCHOLAR AWARD

1. Case Botnia in Uruguay: Stakeholder Influence Strategies

Lara Gonzalez Porras, Anna Heikkinen, and Johanna Kujala

2. Academic Spin-off Managers as Builders of Resources

Olli-Matti Nevalainen, Päivi Eriksson, and Tero Montonen

3. Will UBI (Universal Basic Income) be the perfect Social Security Scheme for India?

Ritu Srivastava and Himani

4. Facets of Bullying in Higher Echelons

Shreya Mishra, Manosi Chaudhuri, and Ajoy Kumar Dey

5. Creating Value from Food Waste: Case ResQ Club

Malla Mattila, Nina Mesiranta, Anna Heikkinen, and Suvi Turunen

6. Circular Business Model in Practice: An Illustrative Case Study of a Pioneer Company

Ville-Veikko Piispanen, Kaisa Henttonen, and Eeva Aromaa

7. Who is ‘the’ Healthcare Customer? Managerial Sensemaking of the Users of Healthcare Services

Maarit Lammassaari, Esa Hiltunen, and Hanna Lehtimäki

8. Appreciative Inquiry in Leadership Development: A United States Military

Case Study

John H. Sim

9. Power in the Commercialization Process: Adopting a Critical Sensemaking

Approach to Academic Entrepreneurship

Jukka Moilanen, Tero Montonen and Päivi Eriksson

10. Design for the Environment for Strategic Sustainability: A Study in Medical Equipment Design

Hanuv Mann, I. J. Mann, and Nehul Gullaiya

SAGE BEST CASE AWARD (SOUTH ASIA PERSPECTIVE)

The Story of Missing Middle: SAIF Partners and Aye Finance

Divya Aggarwal and Varun Elembilassery

THE CASE CENTRE BEST CASES AWARDS

First Award

Patratu Vidyut Utpadan Nigam at Crossroads

Sanjay Kayasth and Arunaditya Sahay

Second Award

Jaiprakash Associates Limited: Spurring Growth Through Efficient Procurements

Soumyajyoti Datta and Rohit Kapoor

Influence of Store Atmospherics on Purchase Intentions

Veenu Sharma, Divya Sharma and Amrendra Pandey

Acknowledgements

This volume along with its companion volume, Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship features the final selection of 34 cases chosen from over 123 manuscripts received from all over the world for presentation at the International Conference on Management Cases 2017 (ICMC 2017), jointly organised by Birla Institute of Management Technology, Greater Noida (India) and the Schar School of Policy and Government, George Mason University, Arlington, VA (USA) at the BIMTECH Campus on November 30 – December 1, 2017.

Mobilizing the intellectual resources of hundreds of committed volunteers and bringing it to a successful culmination in the release of the hard-bound volumes at the inaugural function of the conference have been a challenging and massive task. We wish to express our profound gratitude and appreciation to the many who made this publication possible.

• Our foremost thanks go to the academic fraternity, scholars and practitioners who supported ICMC 2017 in such large number and came forward to share their experiences.

• The manuscripts were double blind reviewed by a distinguished panel of scholars. We thank our reviewers from overseas, India, and BIMTECH.

• Every paper underwent an originality check to get similarity index using TURNITIN installed at BIMTECH. We wish to thank Dr. Rishi Tiwari and his staff for extending help often on a short and urgent request.

• We wish to place on record our deepest appreciation and thanks to Ms. Jyoti Mehrotra, Bloomsbury Publishing India Private Limited for her support, cooperation, and attention to details in bringing out this publication on time.

• We wish to thank our friends and families for their understanding and support, often joining us to share the demanding task of manuscripts corrections, proof reading, formatting and editing.

• Ajoy Kumar Dey and Tojo Thatchenkery express their appreciation and gratitude to Professor Harivansh Chaturvedi, Director, Birla Institute of Management Technology, Greater Noida (India), and Professor Mark Rozell, Dean, Schar School of Policy and Government, George Mason University for the support and opportunity provided to compile and edit this volume.

Ajoy Kumar Dey Tojo Thatchenkery

IntroductionAjoy Kumar Dey and Tojo Thatchenkery

While Mark Zuckerberg, CEO, Facebook and Elon Musk, CEO, Tesla may disagree on how catastrophic might be the effects of artificial intelligence on human life, both do agree that our lives will be transformed beyond imagination by it in next ten years. Driverless cars are already here. UPS and Fedex have already tested driverless trucks. Uber hopes to send us a car without a driver very soon. Amazon has already successfully tested same-hour drone delivery to our front door. Microsoft, Google, Facebook, Amazon, Tesla, Salesforce, General Motors, Ford, and Toyota are on a frantic hiring frenzy for engineers specializing in artificial intelligence (AI). Blue chip Indian IT services firms such as Infosys, TCS, and Cognizant Technologies have already cut their workforce significantly because automation based on advanced AI has reduced the need for human talent in many phases of the workflow. Such developments raise moral, ethical, and strategic questions. Is making money the ultimate goal for corporations? Can we achieve a balance betweenvalues, quality of work-life, well-being, and profitability? Is there a win-win scenario amidst this hyper competitive business environment? Can our business leaders take an ethical stance towards humanizing our workplace and yet not sacrifice their business or organizational goals? Chapters in this volume making a convincing case that it is possible to do so.

There are three sections in this volume. They are (i) Human Resources, Knowledge Management, Organization Development, and Technology; (ii) Marketing and Product Development and (iii) Entrepreneurship, Industry Perspectives, and Strategy. They cover the entire gamut of the humanizing workplace spectrum we have just mentioned above. The chapters explore how the tensions of advanced modernization impact organization development, marketing, new product development, entrepreneurship, innovation and strategy. The challenges facing leaders to attain a balance between human needs and organizational goals are very similar to the one that Chris Argyris articulated exactly 60 years ago. There was no Internet or artificial intelligence in 1957 when he wrote the Personality and Organization: the Conflict between System and the Individual, yet the tensions between the larger organizational forces and the individual that Argyris so brilliantly identified lives on today. The chapters below are a multifaceted explication of that dynamics at various levels of richness.

HUMAN RESOURCES, KNOWLEDGE MANAGEMENT, ORGANIZATION DEVELOPMENT, AND TECHNOLOGY

In the first chapter in this section- Digitalizing Rehabilitation Services: Case Brain Injury Clinic Hanna Lehtimäki and Malla Mattila accurately point out that digitalization and institutional changes have come to shape rehabilitation markets significantly. Traumatic brain injuries and other diseases with neurological impacts create a globally growing demand for cost efficient rehabilitation services.

xii Introduction

They examined how a brain injury hospital in Finland utilized its digitalization of a brain injury rehabilitation service and found that it was closely tied with organizational practices in patient information processing. The second chapter, as the title implies, is about organizational innovations by using cyber-physical systems. Authors Sebastian Allegretti, Sven Seidenstricker, and Timo Pischzan show that a flexible and agile cyber-physical system is needed for overcoming challenges in a globalized and fast changing work environment. They identified several requirements for this. The third chapter authored by Archana Shrivastava is about Communication Challenges at Nikunj Builders. She points out that despite best intentions effective exchange of information can be a challenge. She discussed a miscommunication at the Nikunj Builders arising from a weekly departmental review meeting at the construction biddings unit and shared the lessons learned.

Changing themes, Wanda Tisby-Cousar and Bridgitt Mitchell look at the complexities of academic productivity. In Publish or Perish: Unleashing Knowledge to Practitioners with the End User in Mind, they point out that the “publish or perish” mind set has produced new processes for unleashing knowledge to management practitioners. In the next chapter – Diminishment is the Task of Pull-Down Aggression: A Contribution to the Taxonomy of Nonphysical Aggression, Loretta Hobbs examines unanticipated nonphysical aggression in adults in special circumstances. Using thematic analysis she identified a type of nonphysical aggression that inflicts distinct behavioural patterns focused on diminishing the target. In the next chapter, Applying a Technology Faculty’s Teaching Strategies to Develop Accounting Faculty to Teach Technology, Kristine Brands and Debora Elam point out that as technology continues to transform the accounting industry, higher education accounting departments face major challenges of training and preparing accounting faculty to integrate the latest technological developments into accounting curriculum. The researchers performed an earlier study of an accounting faculty’s perceptions of adapting technology and teaching it in accounting courses, but found many of the participants in the study lacked the experience and skills to identify effective teaching strategies. The authors provide number recommendations to recruit and train a competent accounting faculty.

The next chapter is a case study about the Blackberrys, an Indian lifestyle brand for men. Though the company had recorded a 28.6 % growth rate, it had to struggle with high attrition among employees. Monotonous work schedules, poor conditions at the work space, and lack of transparency in HR planning were some of the factors behind the employee turnover. No engagement activities were planned due to heavy workload and the implication of such gaps in training are explored. Staying on the theme of HR, the next chapter, HR Processes Reengineering in the HR Department of Sky Cinemas is authored by Paridhi Khanduja and Manosi Chaudhuri. As the title implies, the case study focuses on the HR process reengineering carried out in Sky Cinemas. They analyse many aspects of HR including selection, training, and retention of talent at all levels and provide recommendations for creating a robust HR policy. In the next chapter titled Impact of Employee Selection, Training & Development, Performance Appraisal and Career Planning on OCB: A Study of IT Professionals, authors Jaya Gupta and Sameer Gupta point out that the Indian information technology (IT) industry has had a phenomenal growth over the last few decades. Human resources are the drivers and principal value-creators of the output of the IT industry. Since the industry has been one of the most attractive sectors, it has been able to attract the best

Introduction xiii

talent. Since studies have shown that High Performance Work Practices (HPWP) have a positive relationship with organizational citizenship behavior (OCB), they explored the impact of selected HPWP such as employee selection, training & development and career planning on OCB of IT Professionals.

In Developing Human Resource Management Practices in Embarc Information Technology (P) Ltd.,  NSEZ, India, authors Gunjan Gupta, Geeta Rana, and Alok Goel researched Embarc Information Technology (P) Ltd., an ISO 9001:2008 certified IT company established in 1994 and headquartered in Noida, India. This case study on innovative HR practices discusses the pertinent HR issues of the SMEs operating in Indian IT employment sector and the HR practices in SMEs.

Linda Christie and Katherine Dubrowski in the next chapter Turnover, Trust, and Communication: Worldwide Education Initiative Case Study examines a non-profit organization’s high turnover rates amongst its staff. Open-ended interview was used to determine employees’ views of the organization in its current and preferred state. The underlying causes for high turnover rates were identified as a lack of trust due to poor communication; lack of transparency from leadership and ineffective collaboration. Recommendations for improvement include focusing on rebuilding relationships by addressing negative expectation effects and remediating the set-up-to-fail syndrome.

Abdul Qadir’s provocatively titled chapter Rayyan’s Dilemma, Fight or Flight…! aptly captured the struggles of a HR professional who left corporate life for academia. The cultures are very different in private sector and university settings. Navigating what’s important to accomplish is not an easy task for someone coming from a corporate setting with tangible deadlines and milestone. Gaining social capital has a different process in academia and the inability to understand that would have negative consequences for someone coming from the private sector.

MARKETING AND PRODUCT DEVELOPMENT

In the first chapter in this section, Resolving Food Wastage Using House of Quality Saroj Koul and Hima Gupta point out that House of Quality is a conceptual tool for mapping attributes from one phase of the design process to the next. But they also discuss its limitations and explore its effect empirically by conducting tests at one of the residential university where students want to find taste in all the food they consume on campus. Using primary and secondary data they performed qualitative and quantitative analysis. Various quality parameters that are responsible for fluctuation in the food consumption trends are identified for developing the House of Quality.

In the next chapter, Cognitive Oversimplification Processes in Research and Development Environments: A Case Study of the Mita and Vita Projects Ram Tenkasi point out that cognitive oversimplification processes are a hazard in complex knowledge environments such as pharmaceutical drug development. The uncertainty of the task often leads to scientists relying on simple rules of thumb to deal with the complexity of the task domain they are exploring. The essence of such scientific endeavours deals with both deductive and inductive processes that ultimately lead to discovery and invention. However, Tenkasi points out that cognitive over-simplification process can hamper both deductive and inductive processes. The case study reports two examples of novel

xiv Introduction

R&D projects with multimillion dollar investments in a Fortune 50 pharmaceutical firm. The first one failed due to cognitive oversimplification processes and the second was re-developed into a successful project after remedying defective cognitive procedures. The Mita project showed clear evidence of faulty deductive reasoning and the Vita project was hampered by cognitive pitfalls in inductive reasoning.

Irani Chai to Cappuccino is the title of the next chapter authored by Vijayan Pankajakshan, Namrata Singh, and Shagun Barabde. They point out that as customers shift their value-orientation, an organisation should review its cultural fabric for relevance and ability to continue enabling business success. They studied Irani Cafes which have been an integral element of the cosmopolitan food offerings of Mumbai with its unique customer delivery experience. Though this locality has a melting pot of cultures the Café faces competition from multi-cuisine and fast food competitors. Using primary and secondary data, the case attempts to capture the birth and growth of a typical Irani Café and explore the causes of the gradual demise of many of them.

Veenu Sharma, Divya Sharma and Amrendra Pandey in the next chapter Influence of Store Atmospherics on Purchase Intentions share the learning from a case study that illustrates how retailers have embraced the concept of store atmosphere influencing purchase intention of the customers. This case study clearly proves the importance of store atmosphere with respect to shopping behaviour. In a highly suggestive title, But I would like to try this! Persuading and resisting with emotion, Eeva Aromaa, Päivi Eriksson, and Tero Montonen in the next chapter focus on sensemaking and emotionality in the context of service innovation. They examine how the leader and the employees make sense of a new online service through their emotional performances. Using participant observation, field notes, and videotaped data from organisational meetings, the authors conducted sophisticated qualitative content analysis. Results showed how the social meanings of the new service were negotiated in a process in which the leader made an effort to persuade the employees to adopt the new service. Authors found that in order to maintain her own and the company’s identity as an innovator, the leader developed something similar to an “emotional Teflon” to allow employees’ resistance to slide off her positive emotional performances.

The next chapter authored by Pooja Misra, Prachi Deepak Patil and Aparna Gupta- Hedonic Shoppers Factors Influencing Customer Satisfaction in Delhi and NCR: An Analysis explores the changing retail landscape around India’s capital city. The case study examines the impact of environmental factors such as store layout, ambience, lighting, music, smell, and crowd profile. In the next chapter 100,000 Hours Talk of the Brand: Engagement with a Corporate Rebranding in a Telecommunications Company Esa Hiltunen and Maarit Lammassaari explore how corporate rebranding was internally implemented in a telecommunications company. Only a handful of academic studies have concentrated on how rebranding is conducted in practice. The analysis and results of the intensive case study is based on company’s rebranding narrative. The case illustrates the importance of personnel orientation of corporate rebranding with integrating corporate culture. The title of the next chapter, Go Solo, Grow Fast: Hyundai Motor’s Mantra for Success in Indian Market authored by Utpal Chattopadhyay reveals what is in it. While entering into the Indian market in 1996, Hyundai Motor Company (HMC) preferred a wholly-owned subsidiary to a joint venture project which, in retrospect, turned out to be great success. The company quickly gained market share in the highly

Introduction xv

competitive Indian passenger vehicle segment, reaching number two position in market share and becoming top exporter from India for the last ten consecutive years. The case study outlines the major factors behind the remarkable success of the company.

Masaki Iijima, Takumi Matsui, Tetsuhisa Oda, and Masao Tao in the next chapter, Service Quality Appraisal at Some Japanese Business Hotel Chains analyse various aspects of a niche hospitality sector in Japan. With the gradual increase of overseas visitors to Japan, prices of hotel rooms are increasing rapidly. This chapter explores customer appraisals of service quality in several well-known Japanese business hotel chains as a basis for improvements in productivity. Arunaditya Sahay in the next chapter SpiceJet: Its Reincarnation explores the history of India’s budget air carrier Spicejet which began operations in 1984. There were several developments before Ajay Singh assumed command as the CEO for the second time. He believed that the turnaround in 2016 had validated new management’s passionate and consistent focus on delivering an exceptional customer experience. The company has a long range vision to grow significantly.

In the next chapter Case Botnia in Uruguay: Stakeholder Influence Strategies authors Lara Porras, Anna Heikkinen, and Johanna Kujala explore stakeholder influence strategies that were utilized in an international conflict that erupted when a Finnish company decided to build a pulp mill in Uruguay. The data consists of 96 newspaper articles from the Argentinean newspaper El Clarín. A qualitative content analysis is used to analyse the strategies used during the conflict. The findings contribute to the literature on stakeholder influence strategies by identifying support as a nonmaterial resource and extending the stakeholder influence strategies framework to intra-stakeholder influences. The case study highlights the importance of understanding how stakeholders both influence others and are influenced during an international project.

ENTREPRENEURSHIP, INDUSTRY PERSPECTIVES AND STRATEGY

In the first chapter in this section - The Reflection to Scale Up to Be Better Off author Kohei Nishikawa provides a case study of Edgy technologies where the founder worked with an OD consultant to boost employee morale maturity, leadership and profit. Lessons learned are shared in good detail. H. M. Jha Bidyarthi, Mayur Dande, Pawan Kuchar, Satya Mohan Mishra and Ashish Shrivastava in the next chapter titled Consumers’ Delight Fortified Entrepreneurship- A Case Study of Maharaja Masala Udyog share the fascinating story of the company that started with a humble beginning. It all started with grinding of residual waste of different types of raw spices being sold in 1968 through retail business. Initially, they started with only about 15-16 Kgs. of mixed spices called Garam Masala which they grinded every month solely to save wastages and for consumption by family, relatives and neighbourhoods. The taste and flavour was so unique that repeat demand started pouring in and Maharaja Masala Udyog was established in the year 1971. Since then, the success of the company was mercurial. The case study comprises rich knowledge and intense thought provocation relating to entrepreneurship and innovation management based on traditional management practices.

Olli-Matti Nevalainen, Päivi Eriksson, and Tero Montonen in the next chapter Academic Spin-off Managers as Builders of Resources focus on the financial and non-financial resources of university spin-off companies. They explore how spin-off managers with prior business experience use causal

xvi Introduction

and effectual logic when building finance-related resources for their companies. The authors conducted qualitative content analysis of narrative interviews and documents from five case companies and observed how managers report diverse ways of building finance-related resources over time. Causal logic dominated their narratives, whereas effectuation logic was demonstrated in narratives concerning the early stages of the spin-offs, when experienced outsiders helped the company build resources. In the next chapter, The Boxer Store: Boxing the Underclothes Challenge Ruchi Khandelwal and Ruchi Jain are interested in comprehending the aspirations of a budding entrepreneur and her strategic decision making for creating identity in the Indian setup. The case also explores the evolving demands of young customers resulting in product innovation and establishing the dynamism of online business platform for a start-up. The findings revealed that TBS successfully established its brand and business online but scalability of business always remained a matter of concern. The founder consulted with angel investors, prepared business plans and sought funding sources when the start-up tumbled. The case serves as a background to discuss the social and financial entrepreneurial infrastructure in India and the role the government is playing.

Raveesh Agarwal and Saket Agarwal in the next chapter An Entrepreneurial Journey: Exploring Possibilities for Advancement explores an entrepreneur’s journey and struggle for survival and growth. Analysing data from primary sources, the case study provides lessons for aspiring entrepreneurs that they should not lose hope during the inevitable hard times. In Power in the Commercialization Process: Adopting a Critical Sensemaking Approach to Academic Entrepreneurship Jukka Moilanen, Tero Montonen and Päivi Eriksson analyse how academic entrepreneurs make sense of the relationships between the various actors such as business partners, stakeholders, and academic entrepreneurs who are involved in the commercialisation process. It uses the critical sensemaking lens to focus on power and discourse in the sensemaking processes of three scientists who worked on the same commercialisation team and ultimately decided not to go forward with the commercialisation project. The analysis shows how individual sensemaking trajectories with various understandings of power unfold over time. Their analysis contributes to the discussion of academic entrepreneurship as a team-based process.

In the next chapter – Investigating of Competitive Dynamics of Life Insurance Industry in India Mona Chaudhary, Harjit Singh, and Amit Kumar Mishra explore the many facets of India’s life Insurance industry. In India insurance industry is growing at the rate of 10-15 per cent annually. After privatization many companies entered in both life and nonlife insurance business. Despite several challenges the insurance sector has witnessed substantial growth. Today the Indian life insurance sector is the biggest in the world and is expected to grow with Compound Annual Growth Rate (CAGR) of 12-15 per cent over the next five years. The case investigates the performance of LIC since privatization of insurance sector and focuses on competitive dynamics of Life Insurance industry in India. Continuing the theme of insurance sector, in Use of Technology for Sustainable & Inclusive Growth in Insurance: A Case of Bajaj Allianz General Insurance Company Manoj Pandey and Pallavi Seth explore the Indian insurance industry which has a history of more than 150 years. The insurance penetration and insurance density of the general insurance business in India is at 0.7 and USD 11.5 which is much below the global average of 2.8 and USD 276. The authors suggest this

Introduction xvii

huge untapped potential should be realized with the help of technology. The case focuses on a leading General Insurance Company-Bajaj Allianz General Insurance Company of India and finds out how the usage of technology has helped the company as well as the customers.

Ron Newton in the next chapter The Future of the United States Aerospace Industry: An Analysis of Likely, Best, and Worst Case Scenarios for Five Factors shares how in order to better understand the future of the aerospace industry in the United States, a forecasting analysis aimed at explicating likely, best- and worst-case scenarios was conducted. Scenario building allows for the clarification of potential paths the industry might take along a negative-to-positive dimension with a likely scenario occupying the typical midpoint along the dimension. Five scenarios related to five respective factors were described. The factors included (a) demographic changes, (b) economic changes, (c) political changes, (d) technological changes, and (e) educational changes. The three-part scenarios were analysed for each factor by exploring the current situation. The analyses resulted in 15 individual scenarios, providing a dynamic and interrelated picture of potential overall outcomes for the industry. Leaders, institutions, and organizations who are cognizant of the potential fifteen scenarios will be better equipped to meet challenges in the decades to come so as to ensure the health of the aerospace industry in the United States.

In the next chapter, Evaluation of Pricing Policy of Cab Aggregators in India, author Anirvinna reviews surge pricing mechanisms employed by cab aggregators such as Uber and Ola in India from an economic perspective. The author wonders if surge pricing is a strategic tool and explores it from a legal and a consumer vantage point. In the last chapter of this volume titled Patratu Vidyut Utpadan Nigam: Challenges in Expansion Sanjay Kayasth and Arunaditya Sahay discuss the lessons learned from the experience of Jharkhand State Electricity Board ( JSEB) entering into a joint venture with NTPC Limited for performance improvement and capacity expansion of its Patratu Thermal Power Station.

We hope the chapters in this volume have given the readers a representative sample of the latest research and thinking in making the best use of human talent for democratizing and humanizing management practices and encouraging entrepreneurship. As globalization and automation take hold strongly in rapid intensity, it has become all the more important that we think about bringing dignity, respect, and appreciation for the human element. As the chapters in this volume demonstrate, this can be done in a way that enhances organizational productivity and innovation.

Section 1HUMAn ReSoURceS,

KnoWLeDGe MAnAGeMent, oRGAniZAtion DeVeLoPMent,

AnD tecHnoLoGY

Digitalizing Rehabilitation Services: Case Brain Injury ClinicHanna Lehtimäki* and Malla Mattila**

AbStRActDigitalization and institutional changes shape rehabilitation markets significantly. Traumatic brain injuries and other diseases with neurological impacts create a globally growing demand for effective and cost-efficient rehabilitation services. In this study, we examine how a brain injury clinic at the University of Tampere Hospital, Finland, engages in digitalization of a brain injury rehabilitation service. The study shows that digitalization is closely tied with organizational practices in patient information processing and patient engagement in a rehabilitation process. The study seeks to contribute to the literature on digital services’ development.

Keywords: Digitalization, Rehabilitation, Service, New Service Development, Healthcare, Brain Injury, Qualitative Case Study

intRoDUction

The neurological rehabilitation market is growing rapidly as a digitalized healthcare service market. Traumatic brain injuries and other diseases with neurological impacts (like stroke) create a growing demand for effective and cost-efficient rehabilitation services in Finland, Europe, and the rest of the world. Digitalization, advances in personalized healthcare, and the ongoing healthcare reform in different countries create global business and growth opportunities for Finnish small- and medium-sized companies in digital neurological rehabilitation. Finland has a unique opportunity to operate as the test bed for novel digital rehabilitation service design. This is due to advanced digitalization competence and an advanced national healthcare system.

In this study, we examine how a brain injury clinic at the University of Tampere Hospital, Finland, engages in digitalization of a brain injury rehabilitation service. Digitalization refers to a use of software, hardware, and other digital service applications that have a potential to create service innovations (Williams et al., 2008). Digitalization of services will imply profound changes

* Professor (Innovation Management), Eastern University of Finland, Business School, Kuopio Campus, P.O. box 1627, FI-70211 KUOPIO E-mail: hanna.lehtimaki@uef.fi

** Researcher (Fellowship) at the University of Tampere, Faculty of Management, Finland E-mail: malla.mattila@staff.uta.fi

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management.

4 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

in healthcare service processes and roles of actors (patients and healthcare professionals) in these processes. For instance, it allows patients to become customers and partners in service processes. It also provides a better opportunity for healthcare professionals to focus on their areas of expertise with a wider access to diagnostic information and with time-saving electronic patient databases and appointment reservation systems (Nykänen, 2015; McGowan, 2008; Standing et al., 2014).

Dynamic and innovative approaches that support digitalization of a public healthcare system, growth and internationalization of SMEs with potential applications in digital rehabilitation, and a holistic customer-oriented understanding about digital rehabilitation service development are still needed.

objectiVeS

This case study focuses on examining the digitalization of healthcare services, more specifically digitalization of the brain injury rehabilitation service. The case is defined as a brain injury clinic at the Tampere University Hospital, Finland. The research question is as follows: “How a brain injury clinic at the University of Tampere Hospital, Finland, engages in digitalization of a brain injury rehabilitation service?”

This study identifies several phases of the brain injury rehabilitation service and four key themes as opportunities for positive outcomes in digitalizing that service. The themes are as follows: (1) digitalizing materials and knowledge sharing, (2) facilitating efficient communication, (3) utilizing technological applications in brain injury rehabilitation, and (4) digitalizing service processes of the brain injury rehabilitation. The findings of the study show that digitalization of the brain injury rehabilitation is closely tied with organizational practices of patient information processing and patient engagement.

tHeoReticAL bAcKGRoUnD

Healthcare services have many similarities with other services, but there are also aspects that are unique (Table 1). According to Berry & Bendapudi (2007), the key characteristics that differentiate healthcare services from other services relate to a situation of the service demand. Similar to other types of services, healthcare services are a combination of intangible and tangible elements and the participation of the customer in the service is elementary. As illustrated in Table 1, health-related conditions initiate a demand for the service. Customers are in a vulnerable situation and may experience fear and anxiety. They may also demand a holistic service that calls for wide-ranging expertise. Rehabilitation services are high-touch services, and as such, very demanding for the healthcare personnel. In addition, healthcare and rehabilitation services are typical expert services, where competencies of service providing personnel and organization form a basis for an experienced service quality (Berry & Bendapudi, 2007).

In depicting digitalization of the brain injury rehabilitation service, the study builds on the new service development (NSD) literature that focuses on the improvement of existing services and service innovations (Biemans et al., 2015; Droege et al., 2009). This line of research has examined, for instance, services as a process, customer participation in service development process, and

Digitalizing Rehabilitation Services: Case Brain Injury Clinic 5

more recently the use of technology and development of digital services (Biemans et al., 2016). It also draws attention to service development as a continuous process of improving the service and meeting customer needs (Smith et al., 2007).

In the NSD, the role of technology has drawn an increased attention only recently (Schumann et al., 2012). Traditionally, technology has been considered as a means to increase efficiency and productivity rather than a way to enable innovations or making radical changes to services (Barrett et al., 2015). In recent research, however, technology has been identified as an enabler and initiator of the NSD (Lusch & Nambisan, 2015). Increasingly, technology is seen as an active agent rather than an instrument in the NSD (Barrett et al., 2015). In addition to benefits of cost-efficiency (Froehle & Roth, 2004), flexibility, usability (Fitzsimmons & Fitzsimmons, 2010), and accessibility (Schumann et al., 2012), researchers have paid attention to the ways by which technology affect building customer loyalty and trust (Luarn & Lin, 2003; Wilson et al., 2006; Schumann et al., 2012). There is evidence that automatized self-services may reduce customer satisfaction (Ba et al., 2010), and that a combination of self-service and interactive service would best support customer loyalty and customer satisfaction (Scherer et al., 2015).

The benefits of digitalization are in the possibility of building comprehensive service systems (Barrett et al., 2015). For instance, different operating systems, social media platforms, and cloud applications, just to name a few, enable an organization to build a digital space (platform) that allow both the use of digital capabilities throughout the organization and the generation of novel combinations of products/services (Yoo et al., 2012).

MetHoDoLoGY

This study is an intensive case study. We aim to produce a narrative interpretation about the case from the perspectives of the people involved in the case (Eriksson & Kovalainen, 2016) and

Table 1: Healthcare Services in Comparison with Other Types of Services

Similarities Dissimilarities

• Customers’treatmentisacombinationofintangibleservicesandtangiblegoods.

• Customerpresenceisneededtogeneratehealthcareservices.

• Valuecreationiscloselyconnectedtoaserviceprovider’stimeandexpertise,equipment,andspaces.

• Healthcareservicesarelaborand(detailed)skillintensive.

• Healthcareserviceschangedependingonaspecialty.

• Customersusingahealthcareserviceremainoftenatknowledgedisadvantagepositioncontrarytoaserviceprovider.

• Healthcareservicesarecomplex.

• Customersaresick(challengingforaserviceprovider).

• Customersarereluctant(healthcareservicesareusuallyneededbutnotactuallywantedtoinfluenceonservicequalityperceptions;customers’lossofcontroloveroutcomes).

• Customersmustrenouncetheirrightto(physicalandmental)privacy.

• Customersneedholisticservice(servicecustomizationdependsonnumeralfactors).

• Customersareatrisk(infectionsacquiredfromhospitals,medicationerrors,andcommunicationerrorsindiagnosisandtreatment).

• Healthcareprofessionals’workisstressful(longworkinghours,emotionallydemandingwork).

Source:Berry&Bendapudi,2007.

Section 2MARKetinG AnD

PRoDUct DeVeLoPMent

Influence of Store Atmospherics on Purchase IntentionsVeenu Sharma*, Divya Sharma** and Amrendra Pandey***

AbstrActIf you’re thinking about opening up a business of any kind, it’s imperative that you remember the role that store atmosphere can play in its success. Customers not only care about how a store looks and feel; they’re also likely to make purchasing decisions based on the ambiance of the establishments they patronize. So, if you want to make more sales, attract new customers and retain existing ones, take pride in how your business looks. (Waters, 2017)

IntroductIon

Rahul, a recent graduate from a college, decides to move back to his hometown, Jammu a beautiful city located in the state of Jammu and Kashmir. It serves as the winter capital of the state too. Rahul decided to take over his family business that deals in plywood, hardware, kitchen, and other related products. He is eager to put into practice all the business knowledge he acquired during his Post Graduate Diploma in Retail management program. In the first month managing the store, he has identified several aspects of the business that could be improved and he thought that one of the most important aspects, in need of immediate attention, is the store atmosphere.

Further, the products are not well-organized making it difficult for customers to browse and select the products that they are interested in purchasing. Based on the marketing concepts he learned in his program, and his pleasant experience in many stores in Delhi (NCR) and experiential learning in his course through short-term projects. On-job training and summer internship project anticipates redesigning the store to improve its atmosphere. He believes that he needs more space to display the products properly; he has to make shopping a memorable experience at his store as no other store in Jammu has such atmosphere which Rahul had visualized.

* Assistant Professor, Retail & Marketing, Birla Institute of Management Studies, Greater Noida, India E-mail: veenu.sharma@bimtech.ac.in

** Assistant Professor, Organisation Behavior & Human Resource Management, Birla Institute of Management Studies, Greater Noida, India Email: divyasharma0390@gmail.com

*** Assistant Professor, Economics, Birla Institute of Management Studies, Greater Noida, India E-mail: amrendra.pandey@bimtech.ac.in

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management.

Influence of Store Atmospherics on Purchase Intentions 169

store Atmosphere

Shopping is an activity that happens in context represented by stores. These are presented to the shoppers in different formats defined by the mix of variables that retailers use to develop their business strategies. A store format constitutes a mix of assortment, price, transactional convenience, and experience (Messinger, 1997). Store formats have evolved to satisfy the changing lifestyles of customers (Rousey, 1996). Store format tends to play a prominent role in the relationship between market share and spatial competition. Competitive intensity seems to be more severe at the intra-format than at the inter-format level. This implies a two-step hierarchy in the process of retail store choice in which the consumer chooses first the type of store in which to shop and second, the specific store within that format (Gonzalez-Benito, 2005). It is also found that perceived shopping utility changes with different price formats (Tang, 2001). They tend to impact basket sizes of shoppers (Bell, 2000). Store formats are also designed to provide entertainment (Borghini, 2009). It is suggested that different instrumental and hedonic motivations may dominate in different retail formats. In addition, the importance of different motivations may vary with regards to the degree of the shopper’s product involvement and the particular shopping situation (Arnold, 2003). These studies acknowledge that the store format concept captures stores’ generic positioning and, consequently, partly determines their attraction, competitive structure, and market response. The retail sector is the most booming sector in the Indian economy. Some of the biggest players in the world are going to enter the industry soon (IBEF, 2017). It is on the threshold of bringing the next big revolution after the information technology (IT) sector. It has experienced high growth over the last decade with a noticeable shift towards organized retailing formats. The industry is moving towards a modern concept of retailing. While most retailers have been rushing to capture opportunities in the quickly crowding Indian metros, some have been focusing their expansion plans in the non-metros. In the next few years, modern retail is expected to grow 50%–60% annually in tiers II and III cities, compared to only around 30% in the metros. Better employment opportunities and improved lifestyles have pulled the rural population towards cities.

One of the key challenges faced by this sector is a shortage of skilled manpower; there are very few courses specific to which the retail sector graduates are recruited. Store atmosphere includes the physical characteristics of a retail store, used to create an image to attract customers. It’s also known as atmospherics for short. It is a direct contributor to customer experience, which is the most important element of retail today. Research shows that store atmosphere leaves a distinct impression on customers. The 1997 study on Store Atmosphere, Mood and Purchasing Behavior (Spies, 1997) found that customers rate establishments differently based on atmosphere. The study compared two furniture stores, one with a “pleasant” atmosphere and another with an unpleasant ambiance. It concluded:

Customers’ mood–measured at the beginning, in the middle and at the end of their shopping–was shown to improve in the pleasant and to deteriorate in the less pleasant store. Satisfaction with the store was greater in the pleasant store. Customers in the pleasant store spontaneously spent more money on articles they simply liked (Waters, 2017).

170 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

This occurred simply because of the impact the store had on customer mood. So, if you want customers to spend more time and more money in your store, create an ambiance they will enjoy.

KwAlIty GlAss And plywood co.

Kwality Glass and Plywood Co. has been established for 13 years and is owned by the Gupta family. The business was started on Jammu Street, strategically important location in 1993 with the name of KC Group. Later, due to family issues, the business was divided among two brothers and Kwality Glass and Plywood Co. built its presence on National Highway, in 2004 where it still is to this day.

The Gupta family has one son and one daughter. From day 1, the family interest was that before joining the business, their only son Rahul should have his master’s degree in retail management to g ive their store a modern perspective. Keeping his father dream and his own interest Rahul joined and continued with his family business. He has, in the past, helped the family to manage the store on a part-time basis. Rahul has a master’s degree in retail business administration from BIRLA Institute of Management Technology, Greater Noida and he has worked as a team lead in one of the stores during his summer internship in Delhi too.

Kwality Glass and Plywood Co. opens daily from 08.00 am to 08.00 pm; a strategy that allows them to retain customers and avoid customers shifting to their competitors. This approach has been used for the last 13 years and the store only closes on special family occasions. Rahul’s mother plays an important role in managing and operating the store daily.

competItors

Most of the shops in Jammu, including all of the plywood shops, are located in specific locations, like town market and town center. Town market attracts the larger number of buyers and is, therefore, busier than town centre. Town market closes at 07:00 pm, whilst most of the stores at town center close at 08:00 pm. Kwality Glass and Plywood Co. has three main competitors (Figure 1).

Figure 1: Main Competitors of Kwality Glass and Plywood Co.

All the three major competitors of Kwality Glass and Plywood Co. have their presence in the market for many years and dealing in same products as Kwality Glass and Plywood Co. Price of the products is also similar and customers to are aware of the price of Kwality Glass and Plywood Co. and competitors before coming to store. Rahul has visualized his store as a big showroom during his course only and proposed a suggestion to his father to create a memorable shopping experience.

Go Solo, Grow Fast: Hyundai Motor’s Mantra for Success in Indian MarketUtpal Chattopadhyay*

AbstrActWhile entering into the Indian market in 1996, the South Korean automobile giant Hyundai Motor Company (HMC) preferred a wholly-owned subsidiary to a JV project. This strategy, however, worked well for the HMC. Within a short span of time, the company gained a foothold in the fiercely competitive Indian passenger vehicle segment and quickly rose to number two position in terms of market share. Since then it has been a ceaseless success saga for Hyundai Motor India Limited (HMIL), HMC’s Indian subsidiary. Apart from emerging as country’s second largest car manufacturer, HMIL has been the number one exporter from India for the last 10 consecutive years. The case analyzes the major factors that led to HMIL’s stupendous growth in the Indian market. It also sheds light on the company’s strategy on human resource, product innovation, marketing and brand management, etc., which influenced its performance during the last two decades.

Keywords: Globalization, Market Entry Mode, Indian Automobile Industry, Strategy on Product Development, Marketing, Branding

IntroductIon

The passenger car industry remained an insignificant sector of the Indian economy for a long period until Maruti-Suzuki came into existence in the early 1980s as a joint venture ( JV) project between Japan’s Suzuki Motor Company and India’s Maruti Udyog Limited. Since then it has grown tremendously. Currently, India is the sixth largest producer of passenger cars and also one among the fastest growing passenger car markets in the world. Besides other factors, the role of global original equipment manufacturers (OEMs) has remained critical in this development. Almost all big global OEMs now operate in India with their plants and sales network deep inside the country. While many of these players preferred joint venture as their choice of entry mode, the Korean giant HMC established a wholly-owned subsidiary in India in 1996.

Hyundai Motor Company’s India entry caught instantaneous media attention, primarily for two reasons. First, it preferred a wholly-owned subsidiary over JV, which used to be the trend

* Associate Professor (Economics & Strategy), National Institute of Industrial Engineering (NITIE), Vihar Lake, Mumbai E-mail: utuchat@gmail.com

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management.

Go Solo, Grow Fast: Hyundai Motor’s Mantra for Success in Indian Market 207

during those days. Several auto MNCs like Suzuki, Ford, General Motors, Honda, etc. that came to India prior to HMC chose JV as it was considered a safer option in a country like India where foreign players had to navigate a lot of bureaucratic hurdles to start as well run a business. The JV mode also suited the Indian firms who were willing to share the growing domestic market with their foreign partners in exchange for technology. Second, while deciding the plant location HMC opted for the southern city of Chennai, instead of National Capital Region (NCR) in north India that had the maximum consumer base for the cars. The NCR area was also attractive from the viewpoint of vendor availability due to the long existence of Maruti-Suzuki in the region.

Incidentally, another Korean auto firm Daewoo Motor had entered into India through the JV route just a year before. And HMC had experienced failures in a couple of its early internationalization efforts, one through a wholly owned Greenfield plant in Canada and another a JV plant in Turkey. Therefore, HMC neither depended fully on its past experiences nor it followed the path of others while selecting its entry mode in India. It decided to go solo and then went ahead with its own strategy in production, brand building, and marketing. Over the years, HMIL, HMC’s India subsidiary, has grown immensely in all business dimensions and emerged as a leading car manufacturer in a hyper-competitive Indian market. However, HMIL had to face several challenges in this journey. The case analyzes the major factors that led to HMIL’s stupendous growth in the Indian market. It also sheds light on the company’s strategies during the last two decades that helped it to grow and succeed so spectacularly. It leads to some important strategic lessons for the management practitioners and MBA students.

About HyundAI Motor IndIA Ltd

Hyundai Motor Company was founded in Republic Korea by Chung Ju-Yung in the year 1967. The company and its subsidiaries specialize in manufacturing and distribution of motor vehicles and parts, besides having interests in financing and credit card processing business. It along with Kia Motors (another brand owned by the same group) formed the third largest motor vehicle manufacturer in the world (2015) after Toyota and Volkswagen.1 HMC has ten state-of-the-art manufacturing plants across eight counties—three plants (Ulsan, Asan, and Jeonju) in South Korea and one each in Brazil, China, Czech Republic, India, Russia, Turkey, and USA. Besides, it has specialized design centers at Namyang (South Korea), Irvine (USA), Frankfurt (Germany), Yokohama ( Japan), Beijing (China) and Hyderabad (India). In 2016, the company realized a sales revenue of 91,958.7 billion Korean Won (KRW) with total assets worth 165,367.9 billion KRW and 112,072 employees.2 HMIL is the third transplant of Hyundai after Canada and Turkey. It was incorporated on May 6, 1996 as a wholly owned subsidiary of HMC. In order to satisfy the diverse needs across car segments, HMIL in its Chennai plant manufactures a variety of models, including Eon, Grand i10, Elite i20, Active i20, Xcent, Verna, Creta, Elantra, Tucson, and Santa Fe. HMIL has a widespread marketing network in India that covers 475 dealers and more than 1,226 service points.3 Besides securing number two position in India with a respectable market share (22% in 2014), HMIL has been exporting cars to around 87 countries across Africa, the Middle East, Latin America, Australia, and the Asia Pacific. With a sales volume of 6.62 lakh units in 2016, HMIL is one of the most successful ventures of the Hyundai group (Table 1).

208 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

Table 1: Sales (’000 units) by HMC Plants: 2015 and 2016

Plant/Country 2015 2016 Change (%)

South Korea 1,867 1,667 −10.7%

China 1,063 1,142 +7.5%

India 643 662 +2.9%

USA 380 387 +1.6%

Czech Republic 342 358 +4.7%

Turkey 227 230 +1.5%

Russia 230 207 −9.6%

Brazil 174 161 −7.4%

China (CV) 32 39 +20.7%

Total 4,963 4,898 −2.1%

Source: Retrieved on 12th June 2017 from www.hyundai.com

AutoMobILe Industry In IndIA

The automobile industry in India has a long history dating back to its pre-independence era. But the majority of this period was no glorious, as the industry was besieged with several constraints like the smaller size, technological obsolescence, and high governmental regulation in matters of production and trade. Until 1991, the Indian automobile sector growth was hampered by the protectionist policies of the government and this prevailed across the industry segments. In those days people had to wait for 2-3 years even to get a scooter of preferred model and brand. The entry of Maruti-Suzuki in the early 1980s made some difference in the passenger car market but the industry was still very small, highly protected, and technologically inferior by a global standard. The Indian automobile market had very few players then like Hindustan Motors, Premier Automobiles, Telco (now Tata Motors) and Mahindra & Mahindra, besides the new entrant Maruti Suzuki. In 1991, the Indian government decided to do away with the majority of the restrictions and opened India’s doors to international trade and investments. By 1993, the automobile industry was fully liberalized and became free of licenses, which resulted in the influx of investments by many global automakers to tap the growth potential in India. This changed the face of the industry and consequently, the Indian automobile sector emerged bigger, better, and more successful.

According to a report of the India Brand Equity Foundation (IBEF) dated March 31, 2017, India is the world’s sixth largest vehicle manufacturer, and Asia’s second largest two-wheeler manufacturer and fifth largest producer of commercial vehicles, fourth largest manufacturer of passenger car, and the largest manufacturer of tractors.4 India is also doing remarkably well in the auto-components segment. The Society of Indian Automobile Manufacturers (SIAM) statistics reveal that in 2016-2017, India produced more than 25.31 million of vehicles. The passenger vehicle production during the same year stood at about 3.8 million, of which 20% (7.5 lakh units) was exported to various destinations (Table 2). The global OEMs like Suzuki, Hyundai, Honda, Ford, Volkswagen, etc., have contributed handsomely to industry’s growth by commanding about three-fourths of total domestic production and exports from India.

SpiceJet: Its ReincarnationArunaditya Sahay*

AbstrActThe worst sort of business is one that grows rapidly, requires significant capital to engender the growth, and then earns little or no money. Think airlines. Here a durable competitive advantage has proven elusive ever since the days of the Wright Brothers. Indeed, if a farsighted capitalist had been present at Kitty Hawk, he would have done his successors a huge favor by shooting Orville down.

– Warren Buffett (2007)

Ajay Singh, the Chairman and Managing Director, had surprised the shareholders by showing a profit of INR 4 billion in the Annual Report1 of financial year 2016.1 He had stated therein, “I strongly believe that these accomplishments validate our passionate and consistent focus on delivering an exceptional customer experience.” Singh, in an interview with ET Now, (3 months earlier) had said the following:2

We want to be most profitable airlines in the country. We want to be [the] best airline in terms of on time performance and we want to have least cancellation. This is critical for us. We want to continuously delight our customer.

Stakeholders, who had experienced the disruption in the operations of SpiceJet, were amazed at the statement of Singh; they were eagerly waiting for the 2017 Annual General Meeting (AGM). It was difficult to reconcile with this statement and that of the Civil Aviation Minister, Raju, who had told the reporters,3 “The government is here to be helpful and the government can be helpful but the SpiceJet’s problem is its finances which it will have to sort out.”3 True, Singh had infused4 INR 5 billion in February 2015; it was only one-third of the promised INR 15 billion.4 The company, whose net worth was negative to the extent of INR 6.31 billion, was saddled with a debt of INR 10.28 billion. The civil aviation industry, which had become highly competitive, wondered how Singh will make SpiceJet most profitable, best on time performer, and continuously delight customer.

GlobAl AviAtion industry

In the global arena, market share5 of the US at 14.9% is the highest; China at 8.7% occupies the second position while India is at a distant ninth place with market share of 1.3%.5 The growth of Indian aviation industry at the compound annual growth rate (CAGR) of around 20% is much higher compared to the global growth rate of approximately 5% per year6 for over the past 30 years.6 Within the aviation industry, low cost carrier (LCC), to which SpiceJet belongs, accounts for 25% of the worldwide market.7 Of late, according to the International Air Transport Association

* Professor, Strategic Management, Birla Institute of Management Studies, Greater Noida, UP, India E-mail: arun.sahay@bimtech.ac.in

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management.

230 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

(IATA), rapid expansion in aviation is due to considerable growth in emerging markets8 while some growth is taking place in developed markets as well.8 The projected revenue9 of US$ 746 billion in 2014 was double of that of 2004 (US$ 369 billion).9 Though the margins were different for different airlines, the industry operated on a margin10 of less than 3%.10

The airlines have two parts in the business–the hard product and the soft product. Selection of aircraft (hard product) by the airlines hardly brings any differentiation. It is the softer part of welcoming the customers and providing seamless experience at all touch points, travel deals, prices and customer service11 that differentiate them.11 Airlines, from time to time, offer cheaper rates to promote sales and provide loyalty programs to retain customers. But the customers, worldwide, have hardly any brand loyalty. Warren Buffett12 had once said about the industry, “However, we have no ability to forecast the economics of the airline industry. Investors have poured their money into airlines for 100 years with terrible results. It’s been a death trap for investors.”12 Of late, he seems to have changed his opinion which is obvious from his recent investments13 in airlines.13 Observing this, Business Insider14 on February 15, 2017 commented as follows:

However, even with these headwinds, American, Delta, United, and Southwest remain the world’s four largest and most profitable airlines. This is why Buffett has good reason to be optimistic.14

indiAn AviAtion industry

Indian civil aviation15 can be traced back to 1932 when Tata started a freight liner.15 Tata airline became the first Indian passenger airline in 1933. It became a public company in 1946 and was renamed Air India. In 1953, the Indian government nationalized the company. Next two decades saw a lot of consolidation in Indian skies. The Indian Airlines16—the domestic national carrier—emerged as a result of nationalizing eight airline companies, namely, Airways India, Air Services of India, Bharat Airways, Deccan Airways, Himalayan Aviation, Indian National Airways, Kalinga Airlines, and the domestic wing of Air India.16 In 2007, these two national airlines merged into one entity–Air India which has two subsidiaries named Alliance Air and Air India Express.

With the introduction of Open Sky Policy of 1990, monopoly of national airlines ended with the entry of nine private players (Table 1). Out of these, ModiLuft, Span Air, Damania Airways, East West, Gujarat Airways, and Skyline NEPC closed down within 5 years of their operations due to incurring high financial losses.17 Air Sahara entered the first LCC service, offering reduced ticket price. Though LCC’s (Table 2) accounted for about two-thirds of the domestic aviation market, Air Sahara could not stand long. In 2007, under financial pressures, the airline got sold off18 to Jet Airways.18 Thereafter, Captain G R Gopinath launched Air Deccan, the unique selling point (USP) being low fares which were at par with or lower than travelling in a second class air-conditioned rail coach. Air Deccan, too, could not survive and was sold off19 to Kingfisher Airlines.19 The year 2005-06 saw the next round of new entrants;20 IndiGo and GoAir.20 Later, Vistara21 and Air Asia22 (India) entered the fiercely competitive aviation market.21,22 These airlines, excluding Vistara, operated in the LCC format.

As on date, there are seven national air carriers, namely, SpiceJet, Jet Airways, IndiGO, Air India, Go Air, Vistara, and Air Asia (India). In addition, there are regional carriers named Air Costa,

SpiceJet: Its Reincarnation 231

Table 1: Shaping of Indian Aviation Industry

Year Major Milestones

1953 Nine Airlines existed including Indian Airlines and Air India

1953 Nationalization of all private airlines through Air Corporation Act, 1953

1986 Private players permitted to operate as air taxi operators

1994 Air Corporation Act repealed 1994; Private players can operate schedule services

1995 Jet Sahara, Modiluft, Damania, East West granted scheduled carrier status

1997 Four out of six operators shut down; Jet and Sahara continue

2001 Aviation Turbine Fuel (ATF) prices decontrolled

2003 Air Deccan starts operations as India’s first LCC

2005 Kingfisher, Spicejet, IndiGO, Go Air, Paramount start operations

2007 Industry consolidate; Jet acquired Sahara; Kingfisher acquired Air Deccan

2010 Spicejet starts international operations

2011 IndiGO starts international operations; Kingfisher exits LCC segment

2012 Directs ATF import by airlines allowed.

FDI of 49% allowed for foreign carriers

2013 Reports biggest ever loss of INR 10.03 billion

2014 All flights were grounded on December 17, 2016. Revival Plan submitted

2015 Singh buys Maran’s share in SpiceJet and takes over the management. IndiGo issues IPO

2016 Spice Jet becomes profitable again, registers a profit of INR 4 billion

Source: Complied by the author from YES BANK Ltd. and ASSOCHAM Report, Indian Civil Aviation - At the Cusp of Taking, August, 2015. Retrieved (June 15, 2017). https://www.yesbank.in/pdf/civil_aviation_at_the_cusp_of_taking_off.pdf

Table 2: Indian Aviation Market

Airline Promoter Market Share (Domestic)

Capacity Share

(Domestic)

Service Type

Fleet Size

Aircraft Type Airports

Air India Government of India

13.9% 14.6% FSC 146 Airbus, Boeing

66-D 35-Int

Jet Airways

Naresh Goyal 18.0% 17.1% Dual 105 Airbus, Boeing, ATR

51-D 22-Int

IndiGo Interglobe Ltd. 39.9% 41.2% LCC 126 Airbus-A 320 36-D 5-Int

SpiceJet Ajay Singh 12.9% 11.7% LCC 49 Boeing 737 and Q400

39-D 6-Int.

Go Air Wadia Group 8.3% 17.8% LCC 24 Airbus-320 23-D

Source: Adapted from SpiceJet’s Corporate Presentation to Investors, March 2017, retrieved (April 9, 2017), http://corporate.spicejet.com/Content/pdf/CorporatePresentationMAR2017.pdf

Air Pegasus23 and Trujet.23,24 Further, Air Carnival,25 which will cater to South India and Zav Airways,26 which will focus on east and north-eastern regions of the country, has been approved by the government.25,26 India is still an underpenetrated27 aviation market and is witnessing varied

Case Botnia in Uruguay: Stakeholder Influence StrategiesLara Gonzalez Porras*, Anna Heikkinen** and Johanna Kujala***

AbstrActThis study focuses on stakeholder influence strategies utilized in an international conflict that erupted when a Finnish company decided to build a pulp mill in Uruguay. The data consists of 96 newspaper articles from the Argentinean newspaper El Clarín. A qualitative content analysis is used to analyze the strategies used during the conflict. The findings contribute to the literature on stakeholder influence strategies by identifying support as a nonmaterial resource and extending the stakeholder influence strategies framework to intra-stakeholder influences. As a managerial implication, this study highlights the importance of understanding how stakeholders both influence others and are influenced during an international project.

Keywords: Strategy, Societal Expectations, Stakeholder Relationships, Influence, Support, Case Study

IntroductIon

Firms frequently invest in international projects in other countries. These projects involve and affect various stakeholders, who can influence the firm in many ways (Hendry, 2005; Kolk & Fortanier, 2013). Understanding and establishing relationships with these stakeholders can help firms anticipate their possible actions and avoid conflict, as well as leading to acceptance of the project by the local community (Aaltonen, 2013).

The objective of this study is to identify different stakeholder influence strategies through the analysis of a case study. In 2005, a Finnish forest industry company Metsä-Botnia (referred to as Botnia) decided to invest in a pulp mill in Uruguay. The mill was to be located in the city of Fray Bentos by the Uruguay River. The Uruguay River is the border river between Uruguay and Argentina. The Argentinean government and the local community quickly voiced concerns about

* Doctoral student, Faculty of Management, University of Tampere, Finland E-mail: laracalce4@gmail.com

** Professor, Management and Organisations, Faculty of Management, University of Tampere, Finland E-mail: anna.l.heikkinen@uta.fi.

*** Professor, Management and Organisations, Faculty of Management, University of Tampere, Finland E-mail: Johanna.Kujala@uta.fi

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management.

Case Botnia in Uruguay: Stakeholder Influence Strategies 247

the potential negative environmental impacts of the mill. This developed into an international heated conflict that involved several different stakeholders.

This study contributes to stakeholder literature by extending Frooman’s (1999) framework, initially developed for identifying stakeholder-firm influences, to understand stakeholder-stakeholder influences. Moreover, the study shows the importance of stakeholder support as a nonmaterial resource that can be used to exert influence within both the stakeholder-firm and stakeholder-stakeholder relationships.

This paper is organized as follows. First, a literature review of stakeholder influence strategies is provided. Second, the data and research methods are explained, followed by an overview of the events of the Botnia case. The findings reveal both stakeholder-firm and stakeholder-stakeholder influence strategies. The paper concludes with theoretical contributions and managerial implications of this study.

understAndIng stAkeholder Influence strAtegIes

The concept of a stakeholder was originally defined by Freeman (1984, p. 46) as “any group or individual who can affect or is affected by the achievement of the organization’s objectives.” The early stakeholder research focused on defining and classifying stakeholders and dyadic firm-stakeholder relationships, where organizations manage and engage with different stakeholder groups to avoid future conflicts that can threaten the firm’s success (Boesso & Kumar, 2009; Frooman, 1999).

When conceptualizing the interactions that take place among stakeholders, Rowley (1997) argued that a firm does not only relate to individual stakeholders; rather, it relates to an interrelated network of stakeholders. A firm, therefore, needs to engage with the whole set of stakeholders, instead of each group separately (Rowley, 1997). Moreover, these groups also have multiple interdependent relationships among them (Neville & Menguc, 2006). The research has also proposed an issue-focused view for understanding stakeholder relationships and networks, where the focus of analysis is the issue at hand rather than the firm (Roloff, 2008).

There is a distinct stream of literature focused on stakeholder influences and stakeholder opposition (Eesley & Lenox, 2006; Hendry, 2005). These studies seek to understand why stakeholders mobilize (Rowley & Moldoveanu, 2003) and which strategies they use to influence other actors and organizations (Den Hond & De Bakker, 2007; Zietsma & Winn, 2007). Frooman (1999) developed a framework of different stakeholder strategies that influence a firm and that can be explained through resource dependence theory and power. Frooman (1999) argues that resource dependence occurs when an actor supplies resources to another party. Power is then determined by identifying who is dependent on whom within the relationship and to what extent, and “where the balance of power lies within that relationship” determines which influence strategy should be utilized (Frooman, 1999). In addition, Frooman (1999) recognized four different dependent relationships between a firm and its stakeholders: firm power, stakeholder power, high interdependence, and low interdependence. Depending on the type of relationship between a firm and a stakeholder group, a stakeholder will decide to utilize an influence strategy from

248 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

the following options: direct withholding, indirect withholding, direct usage, and indirect usage (Frooman, 1999). Table 1 presents the framework of stakeholder influence strategies.

Table 1: Stakeholder Influence Strategies

Is the Stakeholder Dependent on the Firm?

Is the firm dependent on the stakeholder?

No Yes

No Indirect/withholding (low interdependence)

Indirect/usage (firm power)

YesDirect/withholding (stakeholder power)

Direct/usage (high interdependence)

Source: Frooman (1999).

However, as Frooman (1999) stated, there is a need for more research on these strategies to increase the framework’s strategic relevance. Additionally, there is a scarcity of studies on intra-stakeholder relationships and influences (Myllykangas, Kujala & Lehtimäki, 2010). This study seeks to address this gap by examining stakeholder influence strategies utilized in firm-stakeholder and intra-stakeholder relationships.

reseArch Methods

The data for this study consist of 509 newspaper articles from the Argentinean newspaper El Clarín, collected from 2005 to 2009, about the Botnia case. These data were reduced to a final sample consisting of 96 key articles describing the case (González Porras, 2016). Table 2 shows the initial data and the final sample.

Table 2: The Initial Data and the Final Sample

YearArticles in Original Sample

N

Articles in Final Sample

N

2005 35 11

2006 156 23

2007 170 26

2008 80 18

2009 68 18

Total 509 96

Source: González Porras (2016).

The first step of the data reduction process was to select the key stakeholders of the case based on previous studies on the case (Heikkinen, Kujala & Lehtimäki, 2013; Kujala, Heikkinen, & Lehtimäki, 2012; Lehtimäki & Kujala, 2017). The most relevant stakeholders were identified as Botnia, the Uruguayan government, the citizens of Fray Bentos, the Argentinean government, and the Argentinean Citizens Environmental Assembly of Gualeguaychú (CEAG). Next, the number of times that each of these stakeholders was mentioned in the original articles was counted, and the articles involving most mentions of these stakeholders from each month were included in the final sample. A more detailed explanation of the data reduction process can be found in the

Section 3entRePReneURSHiP,

inDUStRY PeRSPectiVeS AnD StRAteGY

Consumers’ Delight Fortified Entrepreneurship: A Case Study of Maharaja Masala UdyogH.M. Jha ‘Bidyarthi’*, Mayur A. Dande**, Pawan M. Kuchar**, Satya Mohan Mishra** and Ashish K. Shrivastava***

AbstrActIt all started with the grinding of a residual waste of different types of raw spices being sold in 1968 through retail business. It used to be only about 15-16 kilograms of mixed spices called “garam masala” ground every month solely to save wastages and for consumption by family, relatives, and neighbors. The taste and flavor were so unique that repeat demand started pouring in and Maharaja Masala Udyog was established in 1971 after closing the erstwhile retail business. In about 50 years time since then, its entrepreneur Santosh Satyanarayanji Didwaniya has led Udyog to a monthly turnover of 25,000 kilograms of Maharaja Mix Garam Masala selling in only three districts, namely, Akola, Buldhana, and Jalna of Maharashtra capturing 75-80% of the market and claiming an annual growth of 7-8%. The unbelievably successful entrepreneurial journey of Santoshbhai is embedded in single product sale (and hence no diversification) through zero level distribution channel with the negligible modernization of processing section and packaging and storage, and the use of conventional management method. His consumers are so delighted with the taste and flavor of the Maharaja Mix Garam Masala that his market territory is fortified even amidst the presence of many multinational companies (MNCs) and some leading local brands. The case comprises rich knowledge and intense thought provocation relating to entrepreneurship and innovation management based on traditional management practices.

Keywords: Entrepreneurship, Product Positioning, Innovations, Product Life Cycle

IntroductIon

Khamgaon, a place in Vidarbha region of Maharashtra, has been popular because of cotton and silver market. Maharaja Masala Udyog has added another feather in its cap. Saint Dhyaneshwar, a

* Professor and Head, Department of Business Administration and Research, Shri Sant Gajanan Maharaj College of Engineering, Shegaon, Maharashtra, India E-mail: hmjhabidyrthi@rediffmail.com

** Assistant Professor, Department of Business Administration and Research, Shri Sant Gajanan Maharaj College of Engineering, Shegaon, Maharashtra, India E-mail: mayurd8@gmail.com; pmkuchar@gmail.com; satyamohan84@gmail.com

*** Professor and Director, Institute of Management, Pt. Ravishankar Shukla University, Raipur, Chattisgarh, India E-mail: ashish_1k@rediffmail.com

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management.

272 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

spiritual Saint of Maharashtra, says, “The seedling planted in the yard was too small but now the creeper has touched the clouds.” Similarly, Maharaja Masala’s seedling sown some 50 years ago has now turned into a creeper touching the clouds. The present case captures the journey of Maharaj Masala Udyog, Khamgaon from the production of mere 15-16 kilograms of homemade Maharaj Mix Garam Masala sold in about 3-4 months time in 1968 to a whopping 25,000 kilograms sold monthly in 2017.

EntrEprEnEurshIp And InnovAtIon MAnAgEMEnt

It has been found by several studies that entrepreneurship and innovation are positively related to each other and interact to help an organization to flourish. Entrepreneurship and innovation are complementary, and a combination of the two is vital to organizational success and sustainability in today’s dynamic and changing environment. They are dynamic and holistic processes. Organizational culture and management style are crucial factors affecting the development of entrepreneurial and innovation behavior in organizations. Entrepreneurship and innovation are regarded as ongoing, everyday practice in organizations. Maharaja Masala Udyog, the organization under study, is a fit case to evidence this contention where with every experience of the entrepreneur his tendency to think and practice innovatively is found on display.

MEthodology of study

In 2010, a group of four students under the leadership of Ritesh Nigam from management stream of the Department of Business Administration and Research, Shri Sant Gajanan Maharaj College of Engineering, Shegaon, Maharashtra took a project to study Maharaja Masala Udyog, Khamgaon as part of project-based learning embedded in the course curriculum. This was a month project to be completed by visiting the said organization during off college hour and collecting data through observation and interaction with the owner and staff of this organization. The objective of this study was to identify and understand those management techniques, concepts, principles, theories, etc., taught in the classroom and implemented in Maharaj Masala Udyog and also to identify and understand other techniques, etc., which are implemented by the organization on its own so as to give practical orientation to the teaching-learning process. The students had to then make a presentation in front of the entire class and faculty members for their information and awareness. The content of this presentation by the said impressed the authors for possible case development. Attempts were made to contact the proprietor of this organization and to establish a relationship with him so as to persuade him for his permission to undertake case material development on his organization. The help of relatives of the proprietor was also sought to convince the proprietor about the genuineness of cause behind case preparation exercise. Finally, Santosh S. Didwaniya, the proprietor agreed to the proposal of the authors for case development. Series of interactions and meetings followed with the proprietor, his son, staff members of the organization, and the persons engaged in the distribution of its products for extracting information through interviews. A select group of customers was also randomly interviewed to know and understand their perspective about the product of Maharaja Masala Udyog. It was heartening to note that the customers attach so much respect and faith in Maharaja Masala Udyog that they see its entrepreneur too with similar respect and trust.

Consumers’ Delight Fortified Entrepreneurship: A Case Study of Maharaja Masala Udyog 273

JournEy of MAhArAJA MAsAlA udyog

When a person genuinely tries to convert his dream into reality, the life force shows the path. Thinking of pioneering a Masala (spices) brand at a small rural place like Khamgaon way back in 1970-1971 was a doubtful initiative, people said. But the ability of a man elevates him. So did Satyanarayan Didwaniya who was running Santosh Trading Company, a grocery business named after his son Santosh Satyanarayan Didwaniya, and who thought of selling masala in 1968. Making use of his leisure time and taking help from his wife Vimla Devi, he used to prepare masala from wastages of raw masala at his home and placed it for sale at this grocery shop. Vimla Devi was the woman behind conceiving the idea of spices business by Satyanarayanji and her hard work to manually grinding and packing of masalas in the early days of the business was very supportive. Initially, it used to be about 15-20 kilograms of masalas prepared per month by Satyanarayanji. However, he was already selling through his grocery shop spices brought from Indore. But once he started selling his own homemade spices, consumers started insisting for the same because of its typical and specific taste and aroma. This was the moment Satyanarayanji realized that there was something special and unique in his homemade masalas. He thought that if he succeeded in getting distinguishing features in his homemade masalas he might create his own brand of this product. Indore spices were very popular in those days in Khamgaon but Satyanarayanji saw spices business as an opportunity and started the same in 1971.

In the beginning, there were many obstacles. Khamgaon being a small rural place was devoid of many inputs needed to run a full-fledged spices business. Even 2.5-3 inches polythene packages were not available. There was no equipment and machine available for packing and labeling. One had to go to Nagpur (350 kilometers) away from Khamgaon for packing paper and the art work on it. Everything was being done by Satyanarayanji manually at home involving his family members into the works. This is how he started selling spices in four smaller packs of prices: 0.10 paise, 0.25 paise, Re 1.00, and Rs 2.00 per pack, respectively. The grinding of spices was also done in the flour mills owned by somebody else.

Satyanarayanji was a versatile and visionary man who was also socially and politically active in the town. He was the President of the Khamgaon Grocery Association which strengthened his network and contact. He used this network to place his spices products in grocery stores and create awareness about the same. His polite, gregarious, and amicable nature received a good response for his spices. It needed 3-4 months to sell about 15-16 kilograms of spices in the beginning.

The first grinding machine was bought in 1980. The first packing machine was bought by Maharaja Masala Udyog in 1989 for Rs. 80,000 which accelerated spices sale in the market. Today, the Udyog has six packing machines including one computerized packing machine costing Rs. 500,000. Till 1997, the organization sold 3,500 to 4,000 kilograms of masalas per month and it did not go for any kind of advertisement of its products in the market; instead preferred to go by the traditional belief that taste of its spices itself shall sell it. People preferred Maharaja over other spices because the quality raw material was used for manufacturing Maharaja–the root reason behind the uniqueness of this product. Maharaja was now regularly available with consistent quality and hence consumers shifted from other spices to it and thus began the brand loyalty for Maharaja.

The Boxer Store: Boxing the Underclothes ChallengeRuchi Khandelwal* and Ruchi Jain*

AbstrActThe purpose of this case is to comprehend the aspirations of a budding entrepreneur and her strategic decision-making for creating an identity in Indian setup. The case also explores the evolving demands of young customers resulting innovation in products and establishing the dynamism of ever-evasive online business platform for a startup. Various industry reports compiled by business consultancies, industry competitors, and whitepapers are referred. In-depth personal interviews with the protagonist Pallavi Khandelwal were conducted. Academic experience of authors has been used to establish the hook in the case. The findings revealed that The Boxer Store successfully established its brand and business online but the scalability of business always remained a matter of concern. Pallavi consulted with angel investors, prepared business plans, and sought for the funding sources when the startup tumbled. She was in a dilemma as to the young entrepreneurs need to contemplate strategically since the inception of the startup for extended success. The case serves as the perfect setup to elaborate the aspirations and obstacles confronted by a budding entrepreneur. It serves as a perfect background to discuss the social and financial entrepreneurial infrastructure in India with the role government is playing. It also thrusts upon the significance of integrating strategic planning and decision-making into entrepreneurial work culture and practices.

Keywords: Entrepreneurial, Opportunity, Online Business, Innovation, Decision-Making

IntroductIon

The Indian society has evolved over the ages with some optimistic shifts in the socio-cultural fabric of the country. The women in the society have undertaken to prove their mettle at the workplace not just at the corporate scenario but also in the entrepreneurial world. With the determination and creative talent that an entrepreneur showcases, a plethora of problems can be done away with even in the most unfavorable circumstances.

Laced with a decorated qualification from abroad, little did Pallavi Khandelwal think about being entrepreneurial or away from her favorite subject, when she landed. Taking advantage of the expanding online reach, she took the plunge of becoming the Indian “Victoria Secret” for the not-so-fairer sex and ventured out with TBS-The Boxer Store.

* Amity School of Business, Amity University, Uttar Pradesh E-mail: rkhandelwal@amity.edu; rjain@amity.edu

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management.

292 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

This case is set up in the industry of “under clothes” or the “inner-wear’ as it is called in business parlance and encapsulates the story of this young entrepreneur, who undertook to face the challenges of setting up her own venture with a unique product and building everything from the scratch.

objectIves

• Toexploretheevolvingdemandsof thetoday’syouth(asacustomer)resultingininnovationin products and the ever-evasive online business platform presenting equally a sea of opportunities and hurdles for marketers.

• Tounderstandtheaspirationsof ayoungbuddingentrepreneur,theobstaclesfacedbyherand to analyze the strategies undertaken to stand up against the odds.

• Todevelopuseful lessons on conceptualization andbuilding a business idea, developing abrand, marketing mix elements, and strategic decision-making for young entrepreneurs who dare to create their own identity in the market.

reseArch Methodology

This case has been developed through a mix of exploratory and descriptive research designs using both primary and secondary data sources. The primary data collection is done through personal interviews of Pallavi Khandelwal, conducted by the authors. After making the framework of the case, the timeline was verified and validated by her. Further, business information is retrieved from the company records and website as well as media coverage.

For the secondary data, various industry reports compiled by business consultancies, industry competitors, and whitepapers were accessed digitally. Digital journals were also referred for getting insights into entrepreneurship. The authors have also used their observations, knowledge, and experiences with regard to the entrepreneurial, strategic and marketing foundations of the case. Further, the feedback of fellow academicians was used to fine tune issues raised in the case.

entrepreneurIAl bAckground

After completing post-graduation from Nottingham University in 2009, Pallavi Khandelwal dreamt of becoming an investment banker but unluckily, she returned to India due to the slim job market in Europe caused by the Great Recession.

She was fortunate enough to soon find a job in Fabindia, an Indian chain of stores for retailing garments, furnishings, and ethnic products handmade by craftspeople across rural India. Much to her dismay, the job was more of merchandising, a field she hardly had any knowledge of. Pallavi couldn’t motivate herself enough to continue with the job and quit in less than 2 months.

Pallavi was enterprising, fresh, and beaming with ideas. Hailing from the “business” community, she always wanted to do something of her own. To fancy her entrepreneurial potential, she left her job and toyed with the idea of starting her own venture.

The Boxer Store: Boxing the Underclothes Challenge 293

onlIne busIness: the AppArent optIon

AccordingtoErnst&Young(2012),in“Rebirthof E-commerceinIndia,”Year1996-2000wasthefirst wave of e-commerce which established the requisite mindset for usage of internet in India. Thiswasfollowedbythesecondwaveof e-commercestarting2006onwards,whichmadeonlineretailingshinebright(Figure1).Thiswavewasaresultof changingthelifestyleof customersandtheir convenience seeking behavior for the purchase of all kind of goods and services.

Figure 1: Evolution of E-commerce in India

Source: E&Y LLP “Rebirth of e-commerce in India” 2012.

Further, according to the reference quoted in Internet And Mobile Association of India report “Digitalcommerce”of March2011India’sconsumerisfacinge-commercemarketgrowthwithanunbelievableCAGRof 49.1%makingitssizeUS$9.9billion(Figure2).

Figure 2: India’s Consumer-Facing E-commerce Market Grew at CAGR of 49.1%

Source: IAMAI Digital commerce March 2011

Power in the Commercialization Process: Adopting a Critical Sensemaking Approach to Academic EntrepreneurshipJukka Moilanen*, Tero Montonen** and Päivi Eriksson***

AbstrActThe purpose of this paper is to analyze how academic entrepreneurs make sense of the relationships between the various actors (business partners, stakeholders, academic entrepreneurs and themselves as team members) involved in the commercialization process. It uses the critical sensemaking (CSM) lens to focus on power and discourse in the sensemaking processes of three scientists who worked on the same commercialization team and ultimately decided not to go forward with the commercialization project. The analysis shows how individual sensemaking trajectories with various understandings of power unfold over time. The findings contribute to the discussion of academic entrepreneurship as a team-based process.

Keywords: Academic Entrepreneurship, Critical Sensemaking, Power, Discourse, Team

IntroductIon

The social role of universities is changing. Although research and teaching remain the primary tasks of academic institutions, more active participation in the surrounding society is now expected from universities and scientists.

In Finland, the 21st century has witnessed a public push for university-industry collaborations. Recent government programs have identified a stronger commercialization of research results as one of the nation’s key projects (Finnish Government, 2011, 2015). New funding mechanisms for research have been developed to support the transfer of research and knowledge from universities to industries as well as co-creation of value. These changes have increased the prominence of

* University of Eastern Finland, Business School, P. O. Box 1627, FI-70211 Kuopio, Finland E-mail: Jumoil@student.uef.fi

** University of Eastern Finland, Business School, P. O. Box 1627, FI-70211 Kuopio, Finland E-mail: tero.montonen@uef.fi

*** University of Eastern Finland, Business School, P. O. Box 1627, FI-70211 Kuopio, Finland E-mail: paivi.eriksson@uef.fi

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management.

308 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

academic entrepreneurship (AE) and the scientists participating in the commercialization of research, that is, the academic entrepreneurs (Haila et al., 2014; Ilmavirta et al., 2013).

Because AE is a relatively recent field of study, there are a few gaps in the research. The focus of AE literature has been on the transfer of technology from universities to industry, but it has been suggested that this focus results in a distorted view of the breadth of commercialization activities (Haeussler & Colyvas, 2011). Micro-level studies, in which the focus is on the entrepreneurs’ stories and the human processes of AE, are still quite rare (Abreu & Grinevich, 2013; Montonen, 2014).

This paper contributes to AE research by examining an academic commercialization project from the scientists’ perspective, that is, through the lens of critical sensemaking (CSM). Focusing on three would-be academic entrepreneurs, this paper analyze their sensemaking process in the academic context and the reasons why they failed to take the final plunge into AE. Finally, the analysis is discussed against the background of prior research and suggestions are given for better support of AE.

theoretIcAl bAckground

Prior AE research has offered various definitions of AE. They vary from academic spin-offs and consulting offered to industry to the transfer of technology from universities to society through patents or licensing of intellectual property (Haeussler & Colyvas, 2011; Powers & McDougall, 2005).

Three levels of AE research have been recognized in prior studies of AE. The macro level focuses on the macroeconomic environment of national policies and support systems, the meso level includes support offered by universities and advisory services, and the micro level addresses businesses and entrepreneurs themselves (Montonen, 2014).

The aim of this research is to bring the academic entrepreneur into the spotlight by approaching AE through the lens of sensemaking, more specifically CSM. The concept of sensemaking, which originated in the 1970s, looks at the way individuals and groups make sense of situations. Sensemaking research has focused mostly on crises, in which people are faced with an unfamiliar situation and are thus required to create an understanding of it. Sensemaking is a social process in which people build a plausible, though not necessarily accurate, understanding of events through discussion, retrospection, and enactment (Weick, 1995, 2001; Weick et al., 2005).

Though widely used in organizational research, the sensemaking framework has been criticized for its failure to conceptualize the roles of context and power in sensemaking. CSM was developed to address these issues. A heuristic framework, CSM builds on Weick’s seven sensemaking properties and emphasizes power, structure, and discourse when analyzing the development of meaning (Helms Mills et al., 2010; Thurlow, 2007).

The present study proposes that these factors make CSM an appropriate framework for the analysis of AE from the scientists’ perspective.

Power in the Commercialization Process: Adopting a Critical Sensemaking Approach... 309

Methodology

The case analysis is based on interviews from and recordings of meetings between the scientists and the business advisors. These data were collected during the 2-year period in which the commercialization project was conducted.

In an effort to bring forth the scientists’ perspective and their sensemaking with respect to the project, the recordings were analyzed using qualitative content analysis as well as narrative research. The interviews and narratives were analyzed against the background of Weick’s (1995) seven sensemaking properties (identity construction, retrospection, extracted cues, plausibility, enactment, social orientation, and ongoing process) as well as the CSM additions to this list (power and discourse) (Helms Mills et al., 2010).

cAse: We dId not WAnt to becoMe AcAdeMIc entrepreneurs After All

The case study follows three scientists who worked together on a research project. In addition to scientific research, the aim of their project was to pursue a commercialization process based on their research. The scientists had worked together before as a research group and were familiar with each other through their work.

Pyry, who was the most junior researcher, had finished a doctoral dissertation at the university prior to the project. Tuisku, the lead researcher for the project, was also the scientist mainly responsible for the development of the technology, which was the focus of commercialization. Lumi, the most senior researcher, was the head of the research group and a professor at the university. Lumi had worked on a commercial enterprise prior to the project discussed here, though Lumi stated that the scale of the previous commercialization project was significantly smaller.

The three scientists received help from business advisors assigned to the project. The business advisor was an entrepreneur with experience in successful technology businesses and startups, and the scientists, who acknowledged that they lacked the necessary knowledge of and concrete experience in business practices, welcomed the advisor’s assistance.

The scientists offered different reasons for their participation in the commercialization project. Tuisku was interested chiefly in advancing their academic career and stated that the main reason for taking up a commercialization project was the changes in research-funding mechanisms.

Pyry was motivated by a sense of duty to the country, which had offered them the ability to pursue their studies. Pyry felt that AE offered scientists a chance to give back and do their part in supporting the development of industry and the economy, although the potential to gain personal wealth through entrepreneurship was not lost.

With help from the business advisors, the scientists were able to begin setting-up a business for the commercialization of their research. They found the core team for the business, got in contact with potential partners and clients and discussed the possibility of establishing a joint venture with a larger international firm.

Patratu Vidyut Utpadan Nigam Limited at CrossroadsSanjay Kayasth* and Arunaditya Sahay**

ABSTRACTJharkhand State Electricity Board (JSEB) entered into a joint venture with NTPC Limited for performance improvement and capacity expansion of its Patratu Thermal Power Station (PTPS). Patratu Vidyut Utpadan Nigam Limited (PVUNL), the joint venture (JV) company, revived two closed units and improved the performance of the generating units but it is at crossroads due to non-viable operating conditions. The company is facing the task of developing various alternatives, making a strategic choice in running the plant.

Keywords: Strategy, Planning, Project Management, Environment Impact Assessment

INTRODUCTION

It was a bright and pleasant day at Patratu Valley on April 8, 2017. The new chief executive officer (CEO) of PVUNL, S K Patnaik was on his way to the site at Patratu in Ramgarh district of Jharkhand state of India. Patnaik was amazed at the scenic beauty of the valley which offered a beaming view of the plant amidst lush green forests and Patratu dam. PVUNL, a subsidiary of NTPC Limited, is a JV of NTPC and Jharkhand Bijali Vitaran Nigam Limited ( JBVNL), an arm of JSEB representing the government of Jharkhand (GoJ). A memorandum of agreement (MOA) had been entered on May 3, 2015 (Gauba, 2015) and assets were transferred to PVUNL on April 1, 2016. In the JV, NTPC and JBVNL had a stake of 74% and 26%, respectively. In this venture, running of the units in the present configuration proved costly but stopping of operations of the units would lead to breaching of JV agreement (Biswas, 2016). Making other units ready for operation needed funds which were not forthcoming. Phasing out of all the units was not recommended even when the power generation from these units would be costlier as millions were spent for the renovation and modernization (R&M) of Units#9 and 10. Public hearing and Environment Impact Assessment (EIA) (Appendix A) for the new project of 3*800 MW, which would generate power at much lesser cost, had to be started to get environmental approvals (Appendix B). He

* Additional General Manager, NTPC Limited E-mail: sanjay.kayasth_july14@bimtech.ac.in

** Professor, Strategic Management, Birla Institute of Management Studies, Greater Noida, India E-mail: arun.sahay@bimtech.ac.in

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management.

Patratu Vidyut Utpadan Nigam Limited at Crossroads 359

found himself at a crossroad; whether to go full hog to rejuvenate the old plant or to close them down and concentrate on a new project of higher capacity and efficiency.

Patnaik had been with the NTPC Limited for over 34 years. He had seen it grow many folds. He was a pioneer in project planning and execution at NTPC plants like Ramagundam, Dadri, Lara, and the Corporate Center. He also had lead operation and maintenance (O&M) functions of the gas and coal-based thermal power plants. He had set many benchmarks while heading the project construction team of NTPC at Dadri and Lara. Before joining as the CEO of PVUNL, he was the regional head of the operational services of the company in the western region II.

NATIONAL THERMAL POWER CORPORATION LIMITED

The National Thermal Power Corporation Limited is a Central Public Sector Undertaking in India. Since its inception in 1975, it has expanded vertically and horizontally into the business of power generation, distribution, trading of power, coal mining, equipment manufacturing, ash utilization, rural electrification, consultancy, and many more. It has 20 coal based, 7 gas based, 1 hydro based, 1 wind based, and 11 solar based power generating station of 51635 MW capacity including 9 joint venture projects (NTPC Overview, 2017). It plans to be a 130 GW1 company by the year 2032. It has 22 new projects worth 19692 MW under different stages of execution in India, Sri Lanka, and Bangladesh. The turnover and profit after tax of the company in the financial years 2015-2016 were US$ 10.84 billion and US$ 1.6 billion, respectively (40th Annual Report 2015-16, 2016).

To support India meet Global Sustainable Development Goal (GSDG) 2030, NTPC plans to limit fossil fuel sources to 70% enhancing the contribution from non-fossil fuel to 30% by 2032 (Appendix C). It has a target to hold a market share of 25% in ancillary services and storage business, and 10% for the supply of electricity in e-mobility business (NTPC Overview, 2017). It has got ten coal mines from the government of India (GoI) for its captive usage. GoI has also given permission for oil and gas exploration.

The National Thermal Power Corporation Limited has acquired four power plants in Uttar Pradesh (UP), Odisha, and Delhi. It has JVs with many other power generating companies or state governments. It has five subsidiaries, where it holds a majority share and many JVs in the field of power generation. PVUNL is a subsidiary of NTPC in JV with JBVNL. NTPC has expertise in performance improvement by providing consultancy to other power generating companies as demonstrated in Accelerated Power Development and Reform Program (APDRP) launched in 2002 by the GoI which helped many thermal power plants of India improve their productivity.

JHARKHAND URJA UTPADAN NIGAM LIMITED

The Jharkhand State Electricity Board is the successor of Bihar Electricity Board (BSEB) in Jharkhand after bifurcation of Bihar state into Bihar and Jharkhand states in 2000. For proper management of the loss-making JSEB, Energy Department of GoJ unbundled it into four

1 GW stands for Gigawatt, 1 GW = 1000 MW = 1000000KW; Consumption of 1KW power for 1 HR makes 1 unit (KWH).

360 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

companies vide notification no. 18 dated January 6, 2014. These are Jharkhand Urja Vikash Nigam Limited ( JUVNL) for energy policymaking, Jharkhand Urja Sancharan Nigam Limited ( JUSNL) for transmission, Jharkhand Bijili Vitaran Nigam Limited ( JBVNL) for distribution, and Jharkhand Urja Utpadan Nigam Limited ( JUUNL) for generation (JSEB is unbundling, 2014). PTPS at Patratu, with an installed capacity of 840 MW was the only thermal power generating station for JUUNL.

PATRATU THERMAL POWER STATION

Construction of this plant started in 1962 in collaboration with Russia. The plant had ten power generation units with a capacity of 840MW.2 The average age of Russian units (units#1 to 6) is42 years and Indian units (units#7 to 10) is 32 years. Due to unviable operating conditions, operations of units#1, 2, 3, 5, and 7 were stopped (Appendix D). These units were phased out by the Central Electricity Authority (CEA). When the assets were transferred to PVUNL on April 1, 2016, only unit number 10 was operating at a PLF of 70% and all other units were out of service either due to equipment failure or system renovation and modernization (R&M).

PATRATU VIDYUT UTPADAN NIGAM LIMITED

The National Thermal Power Corporation Limited deputed Basuki Nath Jha, Additional General Manager (AGM) in 2009 for discussion with Jharkhand state government for taking control of PTPS. After due diligence, a proposal for total takeover of PTPS was mooted which was opposed by PTPS workers. Then it was proposed to set up 2*660 MW units. Other revival plans were also discussed. In an interaction, Jha recollected that CEA had recommended phasing out unit nos. 1, 2, 3, 5, and 8 due to poor conditions and obsolescence of equipments. It had recommended phasing out units # 4 and 6 by 2017 and run units 7, 9, and 10 after proper R&M.

Looking at the long experience of successfully running JVs, and turn around capability of NTPC (Appendix E), GoJ and NTPC signed a MoA on May 3, 2015 for creating a JV company (Sankalp 782, 2016). NTPC and JBVNL, on behalf of GoJ, formed a JV on July 29, 2015 with 74:26 equity holding. The purpose of the JV was to improve PLF of PTPS from 15% to 82% and set up an efficient super critical thermal power plant of 4000 MW in two phases (Gauba, 2015). GoJ became a JV partner by virtue of the valuation of PTPS plant, machinery, buildings, civil structures, land, current assets, industrial scrap, and spares inside the plant. PVUNL was incorporated on October 15, 2015 and assets of PTPS were transferred by GoJ to PVUNL on April 1, 2016 (Cabinet Proceedings No. 32, 2016).

Sanjay Kumar, the principal secretary to the chief minister of Jharkhand, said in an informal meeting that the GoJ hoped to provide affordable and uninterrupted power to every household, every farmer, and every industry in the state with this JV. 24 × 7 power to industries would lead to rapid industrialization and provide employment to youth of the state, he opined. According to the JV agreement employee or worker of PTPS would be laid off. He revealed that GoJ wanted the earliest restoration of the generation of power to its declared capacity of 325 MW and GoJ would extend all possible help to PVUNL for the earliest start of the work for phase I of 3*800 MW.

2 4 units of 50 MW, 2 units of 100 MW, 4units of 110 MW.

The Editors

DR. AJOY KUMAR DEY

Dr. Ajoy K. Dey is a Professor in Operations Management & Decision Sciences area at Birla Institute of Management Technology (BIMTECH), Greater NOIDA, U.P., India. He edits the South Asian Journal of Business & Management Cases – a SCOPUS indexed journal published by Sage. Dr. Dey is also the Guest Editor of three special issues of Inderscience journals. He is member of many Editorial Advisory Boards and a regular reviewer of many leading International Management Research Journals. A University Rank holder, Dr. Dey possesses a blend of corporate, consultancy and academic experience. After gaining two decades of valuable experience in Indian Corporate Sector and 12 years of consultancy, Dr. Dey turned to management education in 2004. In 2009 Star Group of Industries and DNA, Mumbai had awarded Dr. Dey as Most Innovative Professor of Management.

Dr. Dey guides research in domains of Project Management; Student, Patient and Employee Engagement; Logistics; Consumer Behaviour and Mentoring. Two of his scholars have been awarded Doctorate degrees and four more are at various stages of completion. He is on the thesis supervisory committees of four more candidates.

Dr. Dey has conducted many training sessions, seminars and workshops in India and aboard. He has served as a resource person at many Faculty and Management Development workshops. He frequently gets invited to conduct courses at various management institutes in India and abroad.  He is interested in Supply Chain Management, Operations Management, Research Methodology and Decision Modelling with Spread Sheet. Dr. Dey has published papers in many international research journals of repute. 

TOJO THATCHENKERY

Tojo Thatchenkery (Ph.D. Weatherhead School of Management, Case Western Reserve University) is professor and director of the Organization Development and Knowledge Management program at the Schar School of Policy & Government, George Mason University, Arlington, Virginia, U.S.A. He is featured as one of the leading change thinkers in the recently released  Palgrave Handbook of Organizational Change Thinkers, 2017. He is the author of over a dozen books and hundreds of articles. One of them, Appreciative Intelligence: Seeing the Mighty Oak in the Acorn was a Harvard Business Review recommended book. In another book, Making the Invisible Visible Thatchenkery introduced the concept of quiet leadership as a key driver for innovation in organizations. He is on the editorial board of the Journal of Applied Behavioral Sciences and the Journal of Organizational Change Management and is the past Program Chair of the Research

374 The Editors

Methods Division of the Academy of Management. He has over twenty five years of experience in teaching at various Public Policy, MBA, Organization Development, and executive development programs in the United States, Canada, South America, Europe, Australia, and Asia. Thatchenkery has extensive consulting experience in change management, leadership development, organization design and strategy, and knowledge management. Past and current clients include Food and Agriculture Organization (FAO) of the United Nations, IBM, Fannie Mae, Booz Allen, PNC Bank, Lucent Technologies, General Mills, 3M, British Petroleum, the International Monetary Fund, the World Bank, United States Department of Agriculture, United States Environmental Protection Agency, U.S. Treasury Department, Department of Housing and Urban Development, Pension Benefit Guarantee Corporation, Akbank (Turkey), and the Tata Consulting Services (India). For more information, visit www.appreciativeintelligence.com.

Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship presents case studies and research findings from some of the most vibrant areas of inquiry in organization science today. With the latest developments in advanced technologies affecting every aspect of work life, enhancing human autonomy, freedom of expression, and empowerment take central stage for maintaining wellbeing and efficiency in organizations. Despite the rapid evolution of digitization and automation of work, human capital remains the most sought after asset in all forms of organizations for fostering innovation and entrepreneurship. Even though many traditional types of work are disappearing, new forms are continuously evolving, creating an unprecedented need for recruiting and developing human talent. The young generation of workers are no longer motivated just to do well financially. Instead, they are driven by a genuine desire to find meaning and dignity in work and a yearning to create positive change.

Management scholars from all around the world contributed to bring together in one place this eclectic collection of brilliantly designed cases and original findings from carefully designed research. This volume is divided into three Sections:

• Human Resources, Knowledge Management, Organization Development, and Technology• Marketing and Product Development • Entrepreneurship, Industry Perspectives, and Strategy

The book should be a valuable resource for management students, organization science researchers, OD practitioners, change management consultants, business leaders, and policy makers.

Ajoy Kumar Dey is a practicing management expert and Professor, BIMTECH, Greater Noida, India. He is the editor of South Asian Journal of Business and Management Cases, a SCOPUS indexed journal published by Sage. He is the guest editor of three special issues of Inderscience journals and a member of the Editorial Advisory Boards of many leading international management research journals. He is a university rank holder possessing a blend of corporate, consultancy and academic experience.

Tojo Thatchenkery (Ph.D. Weatherhead School of Management, Case Western Reserve University) is professor and director of the Organization Development and Knowledge Management program at the Schar School of Policy & Government, George Mason University, Arlington, Virginia, U.S.A.

Leveraging Human Resources for Hum

anizing Managem

ent Practices and Fostering Entrepreneurship

Editors Dey • Thatchenkery

Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship

Editors

Ajoy Kumar Dey Tojo Thatchenkery

$ 1499

9 789387 471351

ISBN 978-93-87471-35-1