bluuebunny/crossref_metadata_2025_split huggingface dataset:
A Colourful ‘Canvas’—Avc Ltd
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh 
Published: October 2022

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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.