bluuebunny/crossref_metadata_2025 huggingface dataset:
Chasing the ‘Long Tail’
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas
Published: October 2022

E-commerce involves the transaction of goods and services, the transfer of funds, and the exchange of data. It draws on technologies like mobile commerce, electronic funds transfer, supply chain management, internet marketing, and online transaction processing. In recent days, on sudden, unexpected advent of Covid-19, e-commerce has reached a higher place in the world of digitalization. This case study highlights online shopping versus traditional marketing. It also highlights the products which were of less importance and less in demand by consumers until the Covid-19 pandemic situation, gained more demand by young entrepreneurs to showcase their products on online retailing marketplaces. The spread of online retailing has spawned many internet entrepreneurs hawking obscure or regionally known products. So when is the long tail market viable?
Liar, Liar—Is ‘Apple’ on Fire?
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas
Published: October 2022

In South Korea, Apple has said that as part of its next update, expected in March of 2018, it will give users the option to turn off the feature that slows down the older handsets. The firm has already reduced the price of any out-of-warranty iPhone 6 or later battery replacements, by more than half. Ian Morris, a Forbes Media contributor explains: Firstly, Apple will replace the batteries in older phones for a greatly reduced price. The company will drop this service from $79 to $29. This will apply to anyone who has an iPhone 6 or later and will be available for the next year—ending in December 2018. Secondly, the company says that it will provide more battery information from within iOS. This will give users a clear indication if it is the age of their battery that is causing them problems. For some users, it will simply be issues with apps. But the phone will make it clearer if a battery replacement would help or not. The third step is to look at how Apple manages the phones themselves. If the customer had an unexpected shutdown then he/she might find that a less than ideal way for your phone to work. So perhaps in future, we’ll see the iPhone sending notifications to warn that the battery in the device needs replacing. Or perhaps offering a choice of slowing down the max performance to get a bit more power—a bit like the existing power-saving mode. The explanation would’ve been acceptable before the issue arose or at the time of releasing updates that slowed devices. The explanation—forced by lawsuits, complaints, and information revealed by third parties—is inadequate. Temin says despite the bad software update process, very few users lost trust in Apple. However, when iPhone owners understood that the upgrades were planned to slow their devices, without even informing them, their trust just ‘vanished’.
Holding On and Letting It Go
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas
Published: October 2022

INFOSYS India R. Narayana Murthy is the legendary co-founder and retired chairman of Indian tech giant Infosys, in which he continues to hold a minority stake. Murthy stepped down as chairman in 2011 after 30 years with the company but returned in 2013 to hand over management to a professional CEO in 2014. In 2017, Murthy was in the news for raising concerns over alleged corporate governance lapses at Infosys, which the company denied. The controversy led to the CEO’s resignation and a board shake-up, which saw the return of retired co-founder Nandan Nilekani as non-executive chairman. This case discusses on the board room battles in Infosys (the Indian IT giant) including corporate governance issues.
Rich Owners and Their Poor Companies
Authors: Kanore Lalit , Masatkar Priti
Published: October 2022

The government of India Ministry of Finance says rich promoters of sick companies won’t be tolerated. But state-owned banks are to be blamed equally. Banking is a business and lenders take decisions which turn out to be wrong. This backing comes as loans worth lakhs of crores of rupees are turning bad or being restructured, leading to accusations of favouritism or of bankers conniving with promoters to siphon off funds. In the months/period to come, many rich businessmen could lose their mansions, private jets, yachts, luxury cars, artworks, and the diamonds adorning their wives’ fingers and earlobes. That’s because public opinion against ‘affluent promoters of sick companies’ has reached tipping point. And the Central bank (RBI) supported by the Securities and Exchange Board (SEBI) under the newly introduced Insolvency and bankruptcy clause have initiated stringent against the wilful defaulters of bank loans and advances. Hopefully this would put a break on the lavish and indifferent attitudes of their financial liabilities of many rich companies which starves the needy units of essential funds.
Café Coffee Day—On Way to Its Dooms Day?
Authors: Kanore Lalit , Masatkar Priti
Published: October 2022

The first Café Coffee Day outlet was opened in Bengaluru in 1996, with new vision—where coffee was more than just a beverage. Today, the subsidiary Coffee Day Global Limited has established the largest footprint of café outlets in India-spread across more than 200 cities. It all started in 2017, when the Coffee Day Enterprise’s offices in Bengaluru were raided in the search for undisclosed income by the IT department. The searches in a group involved in coffee, tourism, information technology, and other areas concluded with an admission of previously concealed income exceeding Rs 650 crore. The detection of undisclosed income is expected to be a much higher figure. The business model of CCD is very attractive and we all personally like the business model, but one drawback was debt-centric, which means a huge amount of debt investment is required to run the business. As earlier mentioned CCD business is always a profit business but that profit is not in a position to meet such debt. As they were in a heavy debt, they started taking short-term loans in the form of debentures with high interest rates to pay off their long-term debt. This resulted in more heavy debt burden.
More Pain Than Gain
Authors: Kanore Lalit , Masatkar Priti
Published: October 2022

The ultimate results of the phase one trade deal between China and the United States—and the trade war that preceded it—have significantly hurt the American economy without solving the underlying economic concerns that the trade war was meant to resolve, writes Ryan Hass and Abraham Denmark. The consequences that have followed in the wake of the economic clash have served to exacerbate bilateral relations. As a candidate in 2016, Donald Trump built his argument for the presidency around his claimed acumen as a dealmaker. As the 2020 election draws nearer, President Trump and his surrogates are doubling down on that assertion, including by calling attention to what he has deemed ‘the biggest deal ever seen’: the ‘phase one’ trade deal with China. The agreement reportedly includes a Chinese commitment to purchase an additional $200 billion in American goods above 2017 levels by the end of 2021. Six months after the deal was inked, the costs and benefits of this agreement are coming into clearer focus. Despite Trump’s claim that ‘trade wars are good, and easy to win’, the ultimate results of the phase one trade deal between China and the United States—and the trade war that preceded it—have significantly hurt the American economy without solving the underlying economic concerns that the trade war was meant to resolve. The effects of the trade war go beyond economics, though. Trump’s prioritization on the trade deal and de-prioritization of all other dimensions of the relationship produced a more permissive environment for China to advance its interests abroad and oppress its own people at home, secure in the knowledge that American responses would be muted by a president who was reluctant to risk losing the deal.
Re-engineering ‘Escorts’
Authors: Kanore Lalit , Masatkar Priti
Published: October 2022

Escort’s Ltd was not doing well in the market. The Rs 4,000 crore tractor maker, company involved in construction, railway equipment, and automobile parts too. To increase the profit of ‘Escort’, wooed some top-class talent to helm several strategic leaderships. And those talents are from Bajaj Auto, Tractors India, John Deere, and Bombardier, Tata, etc. Escorts took the steps to re-engage with the analyst/investor community too. The group also hired the investment advisor, who tried to concentrate on a core portfolio. For improving the Escort market they have now concentrated on higher horsepower (premium) segment. Now they ensure that three years from now, will be in premium segment.
Indian Business Case Studies Volume IV
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

Case Volume IV brings industry live into the classroom for management students and onto the desks of scholars, managers, and entrepreneurs for analysis, prognosis, and application in the real world business issues through very relevant and interesting case studies from Indian Business and Economy. The case studies are chosen ones from every management field, be it Business strategy, Human Resources Management, Finance, Marketing or Business operations management aspects. The case studies are on major transformative events in business environment and strategy that brought in disruptive changes like e-commerce, digitalization in every sector, be it Telecom, Banking, Insurance, or public sector are included as case studies in this case volume. The case volume includes Business Case Studies designed and developed based on current business and economic scenario in India both based on published data and field search live case studies. These case studies enable effective adoption to case methodology of teaching for UG and PG Studies in Business Management as also best suited for Management Development programs in Business and Industry. These case studies offer best of opportunities and tools to be used in offline and online teaching and learning methodology especially help developing analytical skills and problem resolution techniques in the students of Business Management studies and young and aspiring business executives globally.
Maruti’s ‘Sanjeevani’
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

Maruti Suzuki, a leader in car production in India, has often faced troubles with agitation of workers. It has two plants, one in Gurgaon and another in Manesar both located in Haryana. The protest by workers at Maruti Manesar plant turned violent on 18 July 2012. Some 300 workers entered the premises, used rods, tools, and anything which they could grab to attack supervisors and managers. They bet them mercilessly and put the premises on fire. About 100 employees were severely injured and one senior HR manager Mr Awanish Kumar Dev was literally crippled and charred to death. The attack by workers was the worst of its kind and that too it happened in a place which is barely 45 km from NCR region. The incident shocked the whole nation and it is difficult to understand that the agitation can turn so violent in this century where host of mechanisms are available to amicably solve the issues between management and workers.
Bridging the Skill Gap in the Generation and Technology
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

As the dynamics of the workplace have changed with the evolution of technology, the change in generations has also impacted the organizational fabric. Organizations today comprise three distinct generations with different mindsets, aspirations, and ethos. Generation X consists of those born between 1961 and 1980, while generation Y consists of millennials, that is, those born between1981 and 1995. The youngest is the Gen Z comprising people born between 1996 and 2010. In India millennial account for nearly half of the working-age population, whereas Gen Z has just made its entry.
One Nation One Tax
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

The Impact and Relevance of the GST (One tax) Bill Goods and Services Tax will be instrumental in helping the GDP of India to grow by 2%. The GST also offers a solution to the multinationals as it breaks down the indirect tax structure into one single tax payable by the companies. Although the states have feared loss of fiscal powers, the Constitutional amendment bill has promised to solve this by giving compensation packages for three years for any kind of revenue loss. The bill has proposed to have GST council wherein all union and state ministers in charge of finance will be on an equal footing. It will also have a dispute settlement authority to mitigate the tensions between the centre and state smoothly. One main contention for the state in the GST is the inclusion of petroleum products. The current consensus on this is that the states will continue to levy sales tax/VAT on these with the exception of imports and inter-state trade. The main function of the GST is to transform India into a uniform market by breaking the current fiscal barrier between states. Thus the GST will facilitate a uniform tax levied on goods and services across the country. Currently, the indirect tax system in India is complicated with overlapping taxes levied by the Centre and the State separately. Framework of the GST will replace indirect taxes. The GST will have a ‘dual’ structure, which means it will have two components—the Central GST and the State GST. They will both have separate powers to legislate and administer their respective taxes. Thus equally empowering both. Taxes such as excise duty, service, central sales tax, VAT (value added tax), entry tax, or octroi will all be subsumed by the GST under a single umbrella. With passing of the GST bill, we can expect a climate of improved tax compliance. Thus, the GST will basically have only three kinds of taxes, Central, State, and another called the integrated GST to tackle inter-state transactions.
A Good Strategy for Growth?
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

Sun Pharmaceuticals Industries acquiring Ranbaxy Laboratories to be counted as a significant global supplier and leaders of generic medicine. Their deal has been strictly securitized by national and international regulators. Ranbaxy’s four plants were prohibited from selling drugs in USA for reporting false data of loss to seek approval from FDA. Ranbaxy being significantly valued was eyed by two equity funds and one MNC apart from Sun. Ranbaxy’s portfolio of India alone was $2 billion and with a merger valued at $3.2 billion. Ranbaxy’s export revenue is already under stress following regulatory woes in the United States, the company’s biggest export market. Sun Pharma’s efforts towards resolving Ranbaxy’s regulatory issues with the FDA can help the Mumbai-based drug maker reap lucrative results in the coming years. The giant joint venture needs to face the challenge of Competition Commission of India (CCI) approval as it is bigger in assets and turnover than the CCI limit to chalk out an existence in the domestic market.
‘One’ versus ‘Many’
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

Choice of umbrella or corporate branding as against product branding depends upon the nature and type of the product, how frequent is the requirement of changes in its features, design, etc. Each of the branding strategy has its own merits and demerits. The company has to decide which strategy is suitable for its products and its overall aptitude. With umbrella brands, one is investing in just a single brand and leveraging its equity across various categories. In the long run, one can economize advertising and new launch costs on the back of this investment. It is not always possible to make the parent brand reach out to every segment or category of consumer.
What Really Went Wrong with Snapdeal?
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

Beleaguered online marketplace Snapdeal is going through troubled breaks. Struggling to raise fresh capital, confuting against internal conflicts, once an e-commerce major Snapdeal has decided to stop all noncore actions, reduce costs, and handover pink slips to employees to turn cost-effective. Earlier Snapdeal was the second best alternative for people after Flipkart but the emergence and rapid growth of Amazon gave people a better alternative. When Amazon entered in 2016 with an additional $3 billion investment in India, it made clear its intention to dominate the Indian market and pose a massive challenge for home ground e-commerce companies, among which Snapdeal became extremely unhappy and didn’t keep up the tempo. Recently, the brand saw the brunt of Snapchat CEO’s ‘poor India’ comment and lost its brand image due to confusion. Previously the start-up had gone almost through the similar situation; getting blowback from Aamir Khan Controversy. Here, in this case study, we will get to know the mistakes made by Snapdeal, raising a valid question of what is wrong with the Indian start-up.
Future of the ‘Future Group’
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

To be, or not to be. the Hamletian dilemma has often dogged Future Group founder and CEO Kishore Biyani. He has often been candid about his ambitious plans, but hasn’t been able to walk the talk so far. Biyani’s announcements about his new ventures and exits from the existing ones, apart from fundraising to fuel future expansion, have only one thing in common—remarkable inconsistency. The present study is devoted to search for the probable causes of the financial crises faced by the conglomerate group. The study is intended to learn the areas where the decisions of the retail tycoon went wrong and the effect of inappropriate decisions on the organization. The study also highlights the present condition and the corona effect on the organization. This is probably the best example of ineffectual handling of finances, indecent assessment of financial and business risk and erroneous as well inconsistent portfolio management.
Determining Employee Training Needs
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

Leig India Group is a multi—unit, multi—interest group with above Rs 500 crore turnover and has emerged as a well—diversified group with operations ranging from spinning, engineering to building materials. Despite being a public listed company, the major shareholders are the founder owners and the company is run like a family run business. The average age of the employees is 45 years and have been the organization for over a decade. The company ran into severe competitions which forced them relook at their HR policies. The case discusses the training need analysis, implementation and assessment designed by Leig Group. It asks pointed questions about the need for these tools, and the sufficiency of these tools and methods for keeping your employees relevant.
A Twist in the Tail
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

Tata empire is a huge conglomerate from salt to software manufacturing, Tata Sons is the holding company of the group with two—thirds of shares held by various Tata family trusts. Mr Shapoorji Pallonji is the second—largest stakeholder in the Tata Group with 18.5% share in Tata Sons making them the largest individual shareholder in the holding company of the Tata empire. When Mr Pallonjis son Cyrus Mistry took over as the CEO of the TATA conglomerate, it was expected the transfer of power would be seamless, little did one anticipate the entire process to be one of chaos, difficulty and clash of ego, vision and generally the way one works. This is a classic case of board room conflicts getting out of hand. The friction started way back in 2014 with Mistry’s solo decision—making style, ignoring the Tata Sons board. Several of Mistry’s business decisions, such as the sale of Indian hotels in overseas and the move to shut down the UK steel operations, which has been highly criticized. During Mistry’s tenure as an executive chairman, dividend income (apart from TCS) declined continuously, but staff costs doubled. Indifference to these issues led to the dissatisfaction of the board thus leading to the ousting of Mr Mistry. This is a perfect case to discuss about corporate governance and leadership transfer and role of corporate laws.
Can ‘HORLICKS’ Be More Than a Health Drink?
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

Horlicks is a very powerful brand associated strongly with the milk and health space. GSKCH’s health food drink (HFD) brands account for 58.6% by value and 65.1% by volume of a Rs 5,000—crore market, as per market researcher Nielsen for 2013. Horlicks was locally manufactured in India only since 1958, though it had been available via imports since the early 1900s. This is an apt case for strategic management which looks into the sustenance of the brand, the transformation scaling up on the target customers, and increasing the market base by introducing sub brands. Despite stiff competitions and some failures, the survival of the brand is the worth analysing and comparing with other brands at the same level.
Power of 10—‘Full Throttle’
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

The case deals with a specific sector in the VUCA (volatility, uncertainty, complexity, and ambiguity) market. The two—wheeler segment is a huge market in India dominated by ‘Bajaj’ for a long period before the entry of new players into the market. This case deals with this scenario of various players, uncertain as to what shall happen, every manufacturer wanting an international technically sound partner and not knowing how customer tastes can vary. The case takes you through the entry of brands like Hero and whether they were successful in the situation of VUCA. This case study of perfect for students of strategic management and marketing as well as practitioners to equip themselves in uncertain situations also for academicians for discussions in the classroom.
A Colourful ‘Canvas’—Avc Ltd
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

AVC was India’s largest CTV manufacturer, with substantial interest in other consumer product lines such as home appliances, B&W TVs, and audio equipment with a 26% market share in CTVs in 2006. This case dwells on the market dynamics of colour televisions and the constant change in the product designs and how it affects the market share of AVC. The case also takes us through a comparative study of competitive brands and their strong points which make them formidable market players. This is a perfect case for anyone who is looking to learn to revamp a brand and understand the market and restructure the marketing, branding, product development to increase market share and be the leader in that domain.
The Marriage of Convenience
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

Jet Airways Ltd. soared to unprecedented heights at the beginning of the current millennium. And then calamity struck in the form of the global financial meltdown of 2008 which brought many mighty corporations to their knees. Etihad airlines were started by a Royal (Amiri) Decree by Sheikh Khalifa bin Zayed Al Nahyan as a flagship carrier for the United Arab Emirates in July 2003. In a short period in 2011 they had reported a net profit of USD14 million. In 2013, Etihad reported third consecutive net profit USD 62 million up 48% from the previous year. They were looking for expansion of operations. This gave a perfect opportunity for Etihad to build a relationship with Etihad and fly passengers seamlessly from Abu Dhabi across the country by using Jet Airways’ wide coverage of over 53 cities in India. There are few probing questions that can be analysed from this case. Why airlines that are doing well fail? Are mergers enough to turn around businesses?
Making an Elephant ‘Dance’
Authors: Mathur SB , Bokephode Sudhakar , Balsaraf DD
Published: October 2022

When a media consultant made a presentation to Cyrus Mistry, pitching how he could help create the brand Cyrus Mistry, the then chairman of Tata Sons asked him, ‘Do you know who is the chairman of 3M?’, referring to the American conglomerate which is famous for post-Its. He wanted to make the point that the company/group brand is more important than the personality, Mistry, and his family, the Shapoorji Pallonjis, have always been reticent when it comes to public interactions, or at least when it came to the media. His father Pallonji Shapoorji Mistry was known as the ‘Phantom of Bombay House’, for his quiet yet powerful presence at the headquarters of the 150-year-old group. The Shapoorji Pallonji group owns a little over 18% of Tata Sons and is the largest minority shareholder. This case study is about Board Room battles in a large Automobile Corporation in India and what happens when the ideologies fail to get to terms at senior board levels.
Succession Planning in Tata Group
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

Succession planning is a process for identifying and developing new leaders, who can replace old leaders when they leave, retire, or die. This case focuses on need for proper succession planning as many companies opted with comeback of their renowned leader. Back in 1997, Apple brought back founder Steve Jobs when the company was in trouble. Howard Shultz, who left Starbucks in 1986 to start his own chain of espresso bars, was back not once but twice. Narayana Murthy was back at Infosys when things were not rosy with the IT bellwether. Ratan Tata handed over the baton to Cyrus Mistry and returned back four years later in 2016. This case study discusses the succession planning of Tata GROUP after the retirement of Ratan Tata in the year 2012 and his comeback in the year 2016.
Direct Taxation
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

The transfer pricing has a significant role to play in terms of taxation of income from intangibles in case of intercompany transfer pricing in today’s world. With special reference to the Shell case which is a wholly owned subsidiary of the Royal Dutch Shell Group, the amalgamation of two rival companies: Royal Dutch Petroleum Company and the ‘Shell’ Transport and Trading Company Ltd of the United Kingdom. The case focuses on the court decision came in favour of Shell India challenged the order of the Income Tax Appellate Tribunal, to circumvent transfer pricing norms, though it was an international transaction wherein there was no arm’s length dealing between the related entities.
Delayed Wisdom
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

Bankruptcy and Insolvency Code (BIC) work as an antidote for stuck—up cash flows and empty bank coffers engulfed by humungous NPAs stuck up as advances and loans to failed businesses. The case provides an interesting insight into likely issues in the effective implementation of the BIC. It discusses scenario of ESSAR Steel India Limited made its foray into foreign countries with Essar Steel Minnesota LLC, a company located in the US State of Minnesota, Greenfield projects in Vietnam, a steel plant in Indonesia, and an integrated steel plant in Trinidad and Tobago. The first signs of financial disease were revealed to the public with the naming of Essar Steel in a list of 12 defaulters by the Reserve Bank of India (RBI) in the June of 2017.
Global Economies and Crude Oil Prices
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

Oil and gas prices are as always volatile and unpredictable. In 2008, for instance, oil hit a high of $145 a barrel. But that didn’t last long. And in 2015, despite all sorts of turmoil in the Middle East and in other oil—producing countries like Nigeria, the price of crude fell between 30% and 40% to its lowest levels in 11 years. The case discusses about the oil price volatility and its impact on economic, Geopolitical scenarios, and shift towards renewable energies across the world.
When the Going Got Tough—The Tough Ones Gave Up?
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

This case is about classic examples of failures in new product launch and rebranding of products. The case in the content and the background has the failure of Tata Nano car, which even today is like a bad dream severely affecting and shaking the confidence in an industry stalwart like Ratan Tata and his impeccable track record of success stories as a great entrepreneur and a technocrat.
Nestle Maggi-Noodles Banned in India
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

Maggi seems to be just that perfect quick—snack between meals and is so easy to make the kids sometimes make it alone. At the end of May 2015, India’s Food safety administration (FDA) ordered Nestle India to recall its popular Maggi noodles after tests showed that the product contained high levels of lead and MSG. Nestle, the makers of Maggie noodles, had to withdraw tons of product stocks from its distribution and sales outlets to basically avoid a direct clash with regulatory authorities and re—establish by immediate corrective steps and repeat lab tests to prove to the authorities that all necessary corrective steps have been taken on priority. The case talks about dent in customer confidence due to actions by the FAD officials were quite damaging, and it cost Nestle time, money, and patience for re—entry.
The ‘Drag-Effect’
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

M/S Villahi Chemicals is a small—scale enterprise dealing in the manufacturing and trading of cleaning chemicals. Hygiene products, tissue papers etc., are required by individual customers as well as for domestic and commercial establishments. This is purely a family (VILLAVICENCIO) managed business established eight years ago in Ensenada in North—Western México. The unit is closely monitored by the family members; Ms Yesica Villavicencio, the elder sister, looks after the overall business and is expected to be soon succeeded by her younger brother, Mr. Arturo, who presently is the GM of the setup. One of the major suppliers, M/S Georgia Pacific, is the strategic partner in the business. The major concern for the management of Villahi over the previous few years is the very slow pace of strategic decision—making and the increasing competition from the local as well as the neighbouring US manufacturers of chemicals. This situation is further aggravated due to the transition expected at the top management level, which may not have an open—hearted welcome from all the family members.
Transformational Leadership
Authors: Palekar Srilatha , Pardhi Arun , Jindal Sunanda
Published: October 2022

The real business transformations so essential for business sustainability and survival in present—day Volatile Uncertain Complex Ambiguous (VUCA) at marketplaces appears only feasible if the top management is committed to envision, enabling, and enacting responsibilities it has to accept and lead the business transformational efforts from the front. Many organizations have made it farcical by appointing global change management consultants and at the end got back only to realize that not much has changed at the ground level in some cases causing damage to better ways of conducting business operation followed earlier. There are many such examples of failed organizational transformation efforts more so due to remote management and control approach. However, there are certain oasis type situations wherein one sometimes cannot comprehend the extent of desired strategic change brought about by committed leaderships of such organizations Mahindra & Mahindra Ltd the largest Tractor manufacturers globally and market leaders in Indian SUV segment along with Bharat Forge (Kalyani Group of Industries) are flag bearers of bringing about such organizational transformations. The case study takes the reader through all that matters for a successful business transformation project.
Dishends Pvt Ltd
Authors: Palekar Srilatha , Pardhi Arun , Jindal Sunanda
Published: October 2022

Managing small enterprises has always been an issue in compliance with all regulatory acts as also the company’s and industrial disputes act. The entrepreneur with all the resources at his command tries to maintain his business in spite of major issues in working capital management. The main issue also is the IR climate in spite of the fact that most of the small entrepreneurs work with their own hands along with their employees’ frequent issues such as payment of wages, bonuses, and annual increments or renewal of union agreements cause major disturbance to smooth running of the unit.
Jet Airways from ‘Rise’ to Steep ‘Fall’
Authors: Palekar Srilatha , Pardhi Arun , Jindal Sunanda
Published: October 2022

Jet Airways, a brainchild of visionary and excellent entrepreneur Naresh Goyal, incorporated in 1992, started taxi operations in 1993, began full operations by 1995 and got permission to fly international flights by aviation ministry to London in 2004. Naresh Goyal had vast experience in the field of aviation before entering the market. He availed the opportunity floored by the Government of India by liberalizing the Indian market and started Jet Airways and took various decisions at the correct point of time, which helped Jet Airways to lead the aviation market of India from 1997 to 2009. It was the leading airline of India, providing excellent services to its customers and making a strong, loyal customer base. It had a trained pilot and crew members to suit the needs of the concepts of the airline. Introduction of low—cost airline in the Indian airline industry, rising fuel prices and mechanism to handle its impact, understanding the norm of market and hesitation and inability to break the image of the airline as Luxury service provider made Jet Airways suffer and finally grounding its flights. The negligence of banks and regulators and their approach in the future towards debt—ridden companies would decide the future of Jet Airways.
The Shining ‘Soblin’ in Limelight
Authors: Palekar Srilatha , Pardhi Arun , Jindal Sunanda
Published: October 2022

SOBLIN—It is a business devoted to the sale and globalized distribution of medical products: bionic ankle—foot prostheses and knee prostheses, as well as providing technological and innovative services of the highest quality, offered at a competitive price. One of the main drivers of this product development is the opportunity to market the second bionic foot and knee prosthesis worldwide and to be the first company in Latin America to market bionic prostheses for people with transtibial amputation and/or transfemoral. At present, there are only less than ten companies worldwide that sell bionic prostheses, referring to prostheses of all kinds, from bionic eyes to bionic legs.
The Road from Ankara
Authors: Winter Jay
Published: October 2022

The Turkish delegation to Lausanne presented their struggle as one for national self-determination. They thereby used against the victorious Allies the Wilsonian commitment to self-determination as a right for all peoples. Discarding any claim to sovereignty over territory outside Anatolia and Eastern Thrace, the Turkish delegation refused to acknowledge any Armenian claim to a homeland in Anatolia. They were prepared to meet the Allies at numerous points, but were stubborn to a fault when it came to establishing the territorial integrity and economic independence of the new Turkey. This strategy worked in two essential ways: it enabled Mustafa İsmet, the head of the Turkish delegation, to break off the talks in early February 1923 and to retain the backing of the Grand National Assembly in Ankara. Both enabled him to sign the Treaty on 24 July 1923 and to solidify the political position of his leader, Mustafa Kemal. The regime that emerged was self-determining, but in no sense democratic.
The Road from Rome
Authors: Winter Jay
Published: October 2022

The Italian delegation was just as determined as the French that the war was over in Anatolia. For two years, under the shrewd guidance of Carlo Sforza, the Italian position had turned towards collaboration in the task of rebuilding Turkey after a decade of war. Even when Benito Mussolini came to power, this Italian initiative was maintained, and Italian diplomats played a crucial role in ironing out differences in the text of the Peace Treaty. Virtually as soon as it was signed, though, Mussolini did a volte-face, and accused the Greek government of responsibility for the murder of Italian troops mapping the border between Greece and Albania. No one knows who the culprits were, but the Allies decided to appease Mussolini and defuse the crisis. Here was the first time that the League of Nations was blocked by the Great Powers from acting as a major peacekeeper, and the first time that appeasement became the strategy of choice of those faced by a fascist dictator. It would not be the last.
Apotheosis Now?
Authors: Rothblatt Sheldon
Published: October 2022

This chapter evaluates Michael M. Crow and William B. Dabars’s The Fifth Wave, The Evolution of American Higher Education (2020). The book considers each phase of the history of American universities. The first wave consists of American colonial colleges, largely liberal arts colleges or university colleges, small and select. The second wave welcomes the appearance of state-chartered colleges and universities. They date back to the universities of Georgia or North Carolina, and into this category the authors place community colleges. Meanwhile, the third wave consists of Morrill Act institutions. The fourth wave, long in the making, are the public and private research universities which, in the rankings game now being played out globally, include campuses listed as the ‘gold standard’ in higher education. The latter are the institutions upon which the fifth wave builds. Crow and Dabars prefer inter-institutional cooperation to competition, and their examples are informative and notable.
Paul Wood (ed.), Thomas Reid and the University (Edinburgh: University Press, 2021) ISBN 978–0–7486–1712–8
Authors: Anderson Robert
Published: October 2022

This chapter assesses the tenth and final volume in the ‘Edinburgh Edition’ of the Enlightenment philosopher Thomas Reid. Reid was professor of moral philosophy at King’s College, Aberdeen, from 1751, and then at Glasgow University from 1764 until his death in 1796. His writings show that the Scottish universities, despite the advanced and sophisticated views of their professors, retained many traditional features. Reid’s writings at Aberdeen fall into two parts. First, he contributed to the perennial debate about merging King’s College, in semi-rural Old Aberdeen, with its urban rival Marischal College. Second, this edition prints the four ‘orations’ which Reid gave his students every three years after completing the curriculum. Here Reid set out his views on philosophy and philosophical education. Reid was the founder of the ‘common sense’ or intuitionist school of Scottish philosophy, which reacted against the scepticism of David Hume and sought to reconcile reason with religion.
Metacognition
Authors: Vierkant Tillmann
Published: October 2022

Most intentions that guide physical actions are directed at a specific goal in the environment, but many prototypical intentional mental actions are directed at doxastic attitudes. This chapter explores the relationship between metacognition and intentional epistemic actions. It shows that the ability to metarepresent is a condition for managerial control, but that a wider notion of intentional epistemic actions also exists. The chapter argues that this wider notion of epistemic action is crucial for attempts by mindshaping approaches to explain what is special about human forms of cognition. It is the manipulating of material symbols that is probably the most powerful argument for the claim that human minds are tinkering minds.
Willpower and Epistemic Agency
Authors: Vierkant Tillmann
Published: October 2022

This chapter applies the lessons about the two distinct forms of epistemic agency from the previous chapters to the issue of self-control. Traditionally, the literature distinguishes between agentive and effortful forms of self-control like willpower, and environment-manipulating ‘tying to the mast’ strategies, which are traditionally understood as passive. This chapter argues that this distinction is problematic because, as Holton points out, the relevant agentive control is intuitively understood in this context as intentional control. But Chapter 4 showed that there is no deep difference between environment-manipulating epistemic agency and intracranial strategies. In the same way there is also no deep difference between intentional intracranial strategies like willpower and environment-involving intentional self-control strategies.
At the Very End
Authors: Vierkant Tillmann
Published: October 2022

This final chapter wraps up and takes us through the main argument focusing on cognitive control for a final time. The chapter looks at feedback to the core argument so far and establishes that it has led to two very different types of reactions. These reactions are particularly telling because some suggest that intentional action plays no clear role in cognitive control (Sprevak), while others (Sripada) insist that it is key and that in contrast, doxastic state acquisition is of no significance for cognitive control. This is exactly what one would expect, if the analysis of epistemic agency in this book were on the right path.
Britain’s Reformations
Authors: Marshall Peter
Published: October 2022

This chapter assesses the distinctive patterns Reformation took in Britain and Ireland. In the early sixteenth century, there was little clamour for change in England, Scotland or Ireland. Anticlericalism was muted and the Tudor crown benefitted from association with the papacy. In England, interest in reform came not so much from Lollards as from pious Catholics, whose desire for vernacular scripture was blocked by Church authorities but encouraged by the translations of William Tyndale. Henry VIII’s marital difficulties caused a break with Rome that from the outset was more than an ‘act of state’, as Henry fashioned himself as a reformer. Resistance took more ideological forms in Ireland than in England, but was contained. Religious minorities in both England and Scotland produced growing religious divisions, as Edward VI’s government pursued reform and Mary of Guise’s regime sought to suppress it. Mary I’s restoration of Catholicism had potential for success, but was undermined by failure to secure a Catholic heir. Instability persisted through the 1560s and beyond, as Calvinist Reformation in Scotland led to Mary Queen of Scots’ deposition, and the forces of Catholic Counter-Reformation threatened Elizabeth’s ambiguous religious settlement in England and Ireland. Across the British Isles, deep divisions developed between advocates of ‘godly’ moral reformation and traditional communal values. Such divisions helped cause the civil wars that convulsed the three kingdoms in the mid-seventeenth century. The wars failed to reverse the fragmented, plural character of British Christianity, which the dynamics of empire subsequently exported to the wider world.
Ahmad Ibrahim
Authors: Aljunied Khairudin
Published: October 2022

Chapter 4 examines the ideas of Ahmad Ibrahim, who represents the legalist strand. He sought to reframe the shari’a in the twentieth century through three modalities of reform: historicization, amplification, and harmonization. An understanding of the evolution of the shari’a and its interactions with other customary laws would reveal its significance, influence, and dynamism in Southeast Asian societies for many centuries. Also, amplification of the shari’a could be achieved by injecting shari’a ideals into all sectors in the country and upgrading the credentials of Islamic judges (qadi) and lawyers, as well as the status of Islamic courts and the harmonization of Islamic legal and ethical codes with secular ones. Notwithstanding some conflicts, Ahmad stressed that the principles of the shari’a complemented and, in fact, would further enhance common laws. This merging of two legal and ethical traditions would further widen the agendas of gender equality, social justice, and the protection of minorities.
Zakiah Daradjat
Authors: Aljunied Khairudin
Published: October 2022

Chapter 7 focuses on Zakiah Daradjat, who was a moralist thinker. A key leitmotif of Zakiah’s career was the reformation of Muslims through what she termed religious-oriented psychology. She promoted the integration of sacred sources of Islam, Muslim psycho-spiritual traditions, and advances in modern European psychology into a new form of knowledge that could address the manifold challenges brought about by modernity. This was a departure from approaches to psychology that were either overly Western in orientation or Islamic in nature. Although Zakiah was not the first to put forward a faith-based psychology to overcome the mental and social problems affecting Muslims, she pioneered it in the Southeast Asian context, and advocated for its relevance on a sustained and practical basis. Religious-oriented psychology was not a mere science, nor a speculative discipline in pursuit of a comprehensive understanding of the inner workings of human minds. Religious-oriented psychology serves a wider function as a diagnostic tool that could refashion and vitalize Muslim minds toward the creation of a morally driven and divine-conscious society.
Epilogue
Authors: Aljunied Khairudin
Published: October 2022

The book’s epilogue sums up the main arguments of book and reflects on the future of Islamic thought in Southeast Asia. Indeed, this book has shown that these intellectuals produced their own brand of Islamic reformism. They were on the same plane in wanting Muslims to transcend centuries of intellectual stasis, complacency, and defeat. Be it as a desecularist, epistemologist, rationalist, legalist, historicist, integrationist, or moralist, these scholars envisaged the revival of ijtihad, and the adoption of a cosmopolitan outlook. They drew from many schools of thought within Islam and from other traditions as well. Armed with this wealth of wisdom, they uncovered the roots of educational backwardness, moral decadence, endemic authoritarianism, social injustice, minority marginalization, and gender inequality that characterize Southeast Asia. In the minds of these intellectuals, engaging with such issues entails collective instead of individual efforts. The paltry responses to the ongoing pandemic, the tragic state of Muslim minorities in the region, persistent instabilities, and the rise of extremist collectives whose pronouncements and radical acts threaten the harmony between Muslims and non-Muslims all point to the importance of the works of these intellectuals.