-This study aims to find out whether the internet approach can achieve a high percentage of equality and provide rational job quality. According to some studies, or can say that by following this approach (the internet), the inequality of recruitment can be reduced proportionally by facilitating meetings, interviews, contacts and exchanges. Algeria is among the countries most thirsty for qualifications and fairness in recruitment, for this reason our human resources management specialists find that the use of websites and social networks can alleviate some problems. Keywords--recruitment ,electronic recruitment, internet, Algerians enterprises, professional networks _________________________________________________________________________________________________
{"title":"Is the Electronic Recruitment In Algeria : The Alternative or Complement to the Regular Conscription?","authors":"Tafiani née Boufatah keltouma","doi":"10.24203/AJBM.V9I2.6520","DOIUrl":"https://doi.org/10.24203/AJBM.V9I2.6520","url":null,"abstract":"-This study aims to find out whether the internet approach can achieve a high percentage of equality and provide rational job quality. According to some studies, or can say that by following this approach (the internet), the inequality of recruitment can be reduced proportionally by facilitating meetings, interviews, contacts and exchanges. Algeria is among the countries most thirsty for qualifications and fairness in recruitment, for this reason our human resources management specialists find that the use of websites and social networks can alleviate some problems. Keywords--recruitment ,electronic recruitment, internet, Algerians enterprises, professional networks _________________________________________________________________________________________________","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82978470","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In 2007, two friends decided to establish a new IT company, but not just another software company – a phrase that later became one of their slogans. The Finnish IT company called Vincit has turned out to be a success story both financially and in terms of personnel and customer satisfaction. The company is known for its skillful use of media as a deliverer of their company story. This paper examines organizational storytelling through media. The empirical data was gathered between 2012 and 2019, and it is analyzed using narrative analysis focusing on the types of stories told and how they are narrated. Keywords— storytelling, organizational story, management, qualitative research _________________________________________________________________________________
{"title":"Organizational Storytelling Translated to Successful Business","authors":"Anne Eskola, Shab Hundal","doi":"10.24203/AJBM.V9I2.6408","DOIUrl":"https://doi.org/10.24203/AJBM.V9I2.6408","url":null,"abstract":"In 2007, two friends decided to establish a new IT company, but not just another software company – a phrase that later became one of their slogans. The Finnish IT company called Vincit has turned out to be a success story both financially and in terms of personnel and customer satisfaction. The company is known for its skillful use of media as a deliverer of their company story. This paper examines organizational storytelling through media. The empirical data was gathered between 2012 and 2019, and it is analyzed using narrative analysis focusing on the types of stories told and how they are narrated. Keywords— storytelling, organizational story, management, qualitative research _________________________________________________________________________________","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":"19 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85166271","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
ABSTRACT --This paper presents a model for choosing of quantity of employees of an industrial enterprise, which necessary to obtain the required profit. This model allows predicting the possibility of reducing the losses of the enterprise associated with working in the enterprise of an excessive number of employees (wages, payment for the treatment of sick employees, training new employees, ...). An analytical technique is proposed for solving the differential equation used in the model.
{"title":"On Prognosis of Profit with Changing of Quantity of Employees of In-dustrial Enterprises","authors":"E. Pankratov","doi":"10.24203/AJBM.V9I2.6551","DOIUrl":"https://doi.org/10.24203/AJBM.V9I2.6551","url":null,"abstract":"ABSTRACT --This paper presents a model for choosing of quantity of employees of an industrial enterprise, which necessary to obtain the required profit. This model allows predicting the possibility of reducing the losses of the enterprise associated with working in the enterprise of an excessive number of employees (wages, payment for the treatment of sick employees, training new employees, ...). An analytical technique is proposed for solving the differential equation used in the model.","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":"73 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80461594","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-01DOI: 10.1177/22779779211006803
Shikha Singh, Shweta Mittal, Anuraag Awasthi
Astitva was founded as a not-for-profit organization by Anamika Yaduvanshi, in 2013. The objective of the non-governmental organization (NGO) was to make a visible difference in the lives of disadvantaged sections of the society. Within a short period since its inception, the NGO had positively impacted the lives of individuals and families living in the Wazirpur area. The case helps to understand that even after venturing into vast philanthropic activities, Anamika could not create sustainable livelihoods for the disadvantaged sections of Wazirpur. Is it because of lack of focus on surplus management? The case also helps in understanding the challenges faced by NGOs at ground level. Research questions/Objective: The aim of this study is to explore the nuances of social entrepreneurship. It explores that there should be a balanced approach between social activities that are mostly provided free and generation of surplus to sustain them. The research questions answered are: Has Astitva created a long-term sustainable impact on the lives of marginalized women and children at Wazirpur? Does the business model of Astitva places even stresses on the social activities to engage the participants and generation of financial surplus to sustain the operation? Links to theory: The study is based on the business model canvas of Osterwalder and Pigneur (2010). The model explains that social enterprises should maintain a balance between philanthropy and commercial sense to be productive or else their sustainability is at a risk. Phenomenon studied: Anamika started Astitva with an aim of social transformation. She wanted to make a concrete difference in the lives of disadvantaged sections of the society as well as contribute in their integration with the mainstream society. Case context: The case can be discussed from the angle of business model of a sustainable entrepreneurship and what may go wrong in making a social enterprise successful. Since Anamika had not prepared any blueprint of plan of action, she faced several challenges. Findings: An entrepreneur driven by community spirit should not start working without creating a road map of generation of funds to support the social activities. Working model of Astitva is laden with lack of planning and absence of long-term vision that failed to create a sustainable livelihood generation for the marginalized women and children. Discussions: The case provokes students to study the need to start a sustainable social enterprise driven by community spirit to uplift the lives of a marginalized section of women and children. Further, the case challenges students to identify the streams of revenue generation and deployment in a business model of a social enterprise to make it sustainable.
{"title":"Astitva: An Unsustainable Social Entrepreneurship Journey","authors":"Shikha Singh, Shweta Mittal, Anuraag Awasthi","doi":"10.1177/22779779211006803","DOIUrl":"https://doi.org/10.1177/22779779211006803","url":null,"abstract":"Astitva was founded as a not-for-profit organization by Anamika Yaduvanshi, in 2013. The objective of the non-governmental organization (NGO) was to make a visible difference in the lives of disadvantaged sections of the society. Within a short period since its inception, the NGO had positively impacted the lives of individuals and families living in the Wazirpur area. The case helps to understand that even after venturing into vast philanthropic activities, Anamika could not create sustainable livelihoods for the disadvantaged sections of Wazirpur. Is it because of lack of focus on surplus management? The case also helps in understanding the challenges faced by NGOs at ground level. Research questions/Objective: The aim of this study is to explore the nuances of social entrepreneurship. It explores that there should be a balanced approach between social activities that are mostly provided free and generation of surplus to sustain them. The research questions answered are: Has Astitva created a long-term sustainable impact on the lives of marginalized women and children at Wazirpur? Does the business model of Astitva places even stresses on the social activities to engage the participants and generation of financial surplus to sustain the operation? Links to theory: The study is based on the business model canvas of Osterwalder and Pigneur (2010). The model explains that social enterprises should maintain a balance between philanthropy and commercial sense to be productive or else their sustainability is at a risk. Phenomenon studied: Anamika started Astitva with an aim of social transformation. She wanted to make a concrete difference in the lives of disadvantaged sections of the society as well as contribute in their integration with the mainstream society. Case context: The case can be discussed from the angle of business model of a sustainable entrepreneurship and what may go wrong in making a social enterprise successful. Since Anamika had not prepared any blueprint of plan of action, she faced several challenges. Findings: An entrepreneur driven by community spirit should not start working without creating a road map of generation of funds to support the social activities. Working model of Astitva is laden with lack of planning and absence of long-term vision that failed to create a sustainable livelihood generation for the marginalized women and children. Discussions: The case provokes students to study the need to start a sustainable social enterprise driven by community spirit to uplift the lives of a marginalized section of women and children. Further, the case challenges students to identify the streams of revenue generation and deployment in a business model of a social enterprise to make it sustainable.","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":"10 1","pages":"121 - 136"},"PeriodicalIF":0.0,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/22779779211006803","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44980255","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-01DOI: 10.1177/2277977921991900
P. Bhaskaran
The case is structured around the takeover of Mindtree Ltd (ML) by Larsen & Toubro Ltd (L&T) in June 2019. ML was founded and nurtured by a group of software professionals. In two decades, it had blossomed into an enterprise with global presence, US$ 1 billion turnover and a unique organizational culture. In a strange sequence of events, more than 20% of ML’s shares landed in L&T’s lap. L&T grabbed this opportunity and ran a systematic campaign to acquire the company. In about 100 days, L&T achieved its objective and got into the driver’s seat. The case traces the evolution of ML from a start-up to a publicly held company with global standing. It examines the circumstances and events leading to L&T getting the initial stake in the company; it examines the acquisition campaign of L&T and the response of the top management of ML. Research Questions Was there a strategic fit between ML and L&T? Were the capital market processes just and fair to all the stakeholders involved in the acquisition? Was L&T fair, prudent and sensitive in the acquisition process? Was Siddhartha loyal and fair to the founders of ML? Link to Theory The theoretical concepts that would enable a better comprehension of the case are: Analysis of strategic fit in M&A situations Capital market: Theory and practice Strategy for corporate control of an enterprise Significance of culture and ecosystem in knowledge organizations Phenomenon Studied Leadership styles relevant at different stages of evolution of an enterprise are different. A leader, at a given point of time, is successful when he is able to match his aspirations with the leadership needs of the enterprise at that point of time. The case can be used to demonstrate this phenomenon. Case Context Context of the case is that of an emerging infotech enterprise, coming under corporate raid and the unfolding capital market processes. The case highlights the shortcomings of the co-founders, leading to their unseating as also the sensitivity of the incoming management in handling the transition. Findings The case demonstrates the ability of the capital market to be fair to all stakeholders ensuring reward for competence and punishment for sloppiness. The case emphasizes the need for co-founders to have an effective strategy for corporate control; only then they could hope to achieve the long-term objectives. The case also illustrates the significance of sensitivity in handling softer issues like people and ecosystem in ensuring long-term success. Discussions At the outset, the case may appear to be that of a big fish swallowing a small fish. But a closer scrutiny would reveal the multiple dimensions of the case. Consider the role of Siddhartha. He seeded the idea of the company; he was a financier to it; he remained an investor in the company longer than most of the founders; when he pulled out, the co-founders could not hold the company together. Neither Siddhartha nor the co-founders had the far-sightedness to consolidate their
{"title":"Mindtree: Tryst with the Corporate Control Market","authors":"P. Bhaskaran","doi":"10.1177/2277977921991900","DOIUrl":"https://doi.org/10.1177/2277977921991900","url":null,"abstract":"The case is structured around the takeover of Mindtree Ltd (ML) by Larsen & Toubro Ltd (L&T) in June 2019. ML was founded and nurtured by a group of software professionals. In two decades, it had blossomed into an enterprise with global presence, US$ 1 billion turnover and a unique organizational culture. In a strange sequence of events, more than 20% of ML’s shares landed in L&T’s lap. L&T grabbed this opportunity and ran a systematic campaign to acquire the company. In about 100 days, L&T achieved its objective and got into the driver’s seat. The case traces the evolution of ML from a start-up to a publicly held company with global standing. It examines the circumstances and events leading to L&T getting the initial stake in the company; it examines the acquisition campaign of L&T and the response of the top management of ML. Research Questions Was there a strategic fit between ML and L&T? Were the capital market processes just and fair to all the stakeholders involved in the acquisition? Was L&T fair, prudent and sensitive in the acquisition process? Was Siddhartha loyal and fair to the founders of ML? Link to Theory The theoretical concepts that would enable a better comprehension of the case are: Analysis of strategic fit in M&A situations Capital market: Theory and practice Strategy for corporate control of an enterprise Significance of culture and ecosystem in knowledge organizations Phenomenon Studied Leadership styles relevant at different stages of evolution of an enterprise are different. A leader, at a given point of time, is successful when he is able to match his aspirations with the leadership needs of the enterprise at that point of time. The case can be used to demonstrate this phenomenon. Case Context Context of the case is that of an emerging infotech enterprise, coming under corporate raid and the unfolding capital market processes. The case highlights the shortcomings of the co-founders, leading to their unseating as also the sensitivity of the incoming management in handling the transition. Findings The case demonstrates the ability of the capital market to be fair to all stakeholders ensuring reward for competence and punishment for sloppiness. The case emphasizes the need for co-founders to have an effective strategy for corporate control; only then they could hope to achieve the long-term objectives. The case also illustrates the significance of sensitivity in handling softer issues like people and ecosystem in ensuring long-term success. Discussions At the outset, the case may appear to be that of a big fish swallowing a small fish. But a closer scrutiny would reveal the multiple dimensions of the case. Consider the role of Siddhartha. He seeded the idea of the company; he was a financier to it; he remained an investor in the company longer than most of the founders; when he pulled out, the co-founders could not hold the company together. Neither Siddhartha nor the co-founders had the far-sightedness to consolidate their","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":"10 1","pages":"88 - 100"},"PeriodicalIF":0.0,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2277977921991900","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42931809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-01DOI: 10.1177/22779779211006802
Sudheer Sudhakaran, Anjali A.
This study looks at the phenomenon of avoidance as a behaviour and as a strategy applied in an academic context in the case of final year management students sitting for their end-term exam where multiple questions are offered and the students are allowed to choose and attempt answers for selected questions. Why did they not answer it is for teachers to chew the cud. The case looks at how educators need to realign their perspectives and improve subsequent class delivery in terms of realigned content emphasis and pedagogical initiatives after papers have been evaluated and marked. The article suggests that accreditation processes should take note of the impact on overall academic measurement of program performance. Research question Research question for which perspectives have been opened up for curated answers are: How to discover topics requiring teachers to introspect and reimagine their classroom delivery and their engagement strategies? The principle of inversion brings into relief these discoveries. Theory: The study draws on psychological and physical sciences wherein multiple theories explain why a particular path has been eschewed. Type of the case: The case study strategy draws on the experiences of both the researchers and the participants and therefore the orientation of this case is primarily heuristic. Purposive data samples were used accessing data in the academic databases related to 198 students for the core compulsory course related to Sales and Distribution Management. Basis of the case: Actual score sheets for all 198 students for their final exam mapped for each question. Therefore, concepts for each question have been assessed. Using the principle of inversion/reversal the complementary gaps have been discovered, quantified, and interpreted. Findings: From the complementary data, it becomes self-explanatory for an educator that the blind spots—gaps in understanding—have been identified for future course corrections in delivery and engagement. Discussions: The avenues to be taken is food for thought for each educator and the audience to be addressed. Meaningful eye-opening gaps have been identified for future courses of action depending on concept to be redelivered. These findings have implications for all accreditation processes.
{"title":"Subliminal Shock Learning: An Inverted Remapping Exercise","authors":"Sudheer Sudhakaran, Anjali A.","doi":"10.1177/22779779211006802","DOIUrl":"https://doi.org/10.1177/22779779211006802","url":null,"abstract":"This study looks at the phenomenon of avoidance as a behaviour and as a strategy applied in an academic context in the case of final year management students sitting for their end-term exam where multiple questions are offered and the students are allowed to choose and attempt answers for selected questions. Why did they not answer it is for teachers to chew the cud. The case looks at how educators need to realign their perspectives and improve subsequent class delivery in terms of realigned content emphasis and pedagogical initiatives after papers have been evaluated and marked. The article suggests that accreditation processes should take note of the impact on overall academic measurement of program performance. Research question Research question for which perspectives have been opened up for curated answers are: How to discover topics requiring teachers to introspect and reimagine their classroom delivery and their engagement strategies? The principle of inversion brings into relief these discoveries. Theory: The study draws on psychological and physical sciences wherein multiple theories explain why a particular path has been eschewed. Type of the case: The case study strategy draws on the experiences of both the researchers and the participants and therefore the orientation of this case is primarily heuristic. Purposive data samples were used accessing data in the academic databases related to 198 students for the core compulsory course related to Sales and Distribution Management. Basis of the case: Actual score sheets for all 198 students for their final exam mapped for each question. Therefore, concepts for each question have been assessed. Using the principle of inversion/reversal the complementary gaps have been discovered, quantified, and interpreted. Findings: From the complementary data, it becomes self-explanatory for an educator that the blind spots—gaps in understanding—have been identified for future course corrections in delivery and engagement. Discussions: The avenues to be taken is food for thought for each educator and the audience to be addressed. Meaningful eye-opening gaps have been identified for future courses of action depending on concept to be redelivered. These findings have implications for all accreditation processes.","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":"10 1","pages":"11 - 20"},"PeriodicalIF":0.0,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/22779779211006802","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43324021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-01DOI: 10.1177/22779779211008230
Shreya Mishra, A. Dey
Shifting the scope and aim from teaching case journal to a focused research case journal is an uphill task. It often creates confusion for authors contemplating to write for a journal which has forever been known to accept teaching cases. However, this shift is essential if the quality of the cases is to be improved so that they not only describe a phenomenon but also contribute by filling gaps in the current knowledge. But then, what bridge may help authors, writing a teaching case, crossover and develop a research case? Before discussing that, it is vital to accept the fact that not all cases initiated as teaching cases can be changed into a research case. There are certain ground rules that are imperative if the basic idea of a case is to be shifted from teaching to a research case. Our previous editorial (SAJBMC Volume 9 Issue 3) noted that a research case should have a phenomenon that is being studied, a context it is being studied in and a theory that explains the happening in the phenomenon. However, it cannot be denied that the same aspects can be a part of teaching case as well. Hence, we need to further demarcate teaching and research case on a structural level. The major points of difference are thus discussed below.
{"title":"Demarcating Teaching and Research Cases","authors":"Shreya Mishra, A. Dey","doi":"10.1177/22779779211008230","DOIUrl":"https://doi.org/10.1177/22779779211008230","url":null,"abstract":"Shifting the scope and aim from teaching case journal to a focused research case journal is an uphill task. It often creates confusion for authors contemplating to write for a journal which has forever been known to accept teaching cases. However, this shift is essential if the quality of the cases is to be improved so that they not only describe a phenomenon but also contribute by filling gaps in the current knowledge. But then, what bridge may help authors, writing a teaching case, crossover and develop a research case? Before discussing that, it is vital to accept the fact that not all cases initiated as teaching cases can be changed into a research case. There are certain ground rules that are imperative if the basic idea of a case is to be shifted from teaching to a research case. Our previous editorial (SAJBMC Volume 9 Issue 3) noted that a research case should have a phenomenon that is being studied, a context it is being studied in and a theory that explains the happening in the phenomenon. However, it cannot be denied that the same aspects can be a part of teaching case as well. Hence, we need to further demarcate teaching and research case on a structural level. The major points of difference are thus discussed below.","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":"10 1","pages":"7 - 10"},"PeriodicalIF":0.0,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/22779779211008230","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46449773","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-01DOI: 10.1177/22779779211006801
Kirsti Malkamäki, Esa Hiltunen, Eeva Aromaa
Previous strategy management studies have devoted scant attention to the role of trust in the strategic management process (SMP). The purpose of this study is to investigate trust in the management of a grocery trade business. Prior literature was reviewed to deepen the current understanding of trust in the SMP, and then explored through a case study on a Finnish grocery retail company, Kesko Ltd. The study was conducted by employing a qualitative research methodology and is based on an interview with the president of Kesko, who is intensively involved in the SMP. This study stresses the consideration of trust development in strategy work. The findings indicate that trust considerations in the strategic choices of the top management team can provide efficiency, innovation, and engagement in strategy implementation. Research Questions In this article, we ask how trust develops during three phases of the strategy process: strategy formulation, strategic choices, and strategy implementation. Links to Theory Our analysis of trust development focuses on the five most operationalized dimensions of trust: (a) ability and competence, (b) benevolence, (c) integrity, (d) affective-based trust, and (e) cognitive-based trust (McEvily & Tortoriello, 2011). Strategic management is separated into three interlinked phases: strategic formulation, strategic choice making, and strategy implementation (Johnson et al., 2008). Phenomenon Studied The case focuses on trust development in the strategy management process. Case Context The context of the case is a participatory strategic management process in a large Finnish grocery retail chain in a highly competitive and concentrated market. The role of trust development was studied in the case company between the K-retailers, who are independent entrepreneurs, and Kesko management staff and actors responsible for management and constant development of the business model. Findings This study shows how trust emerged as a result of participatory practices and dialogue between actors from different levels of organization in the strategy formulation phase. Increased understanding and contribution to strategy empowered top management to make new and brave strategic choices. This study illustrates how consistency between the strategic choices and actions for implementation enhanced trust among the organizational actors, who felt a sense of enhanced engagement in the implementation of the new strategy in their everyday work. Discussions This study highlights the role of trust in strategy formulation, strategic choices, and strategy implementation. It contributes to the understanding of trust in the SMP, which has not been widely researched in previous literature. Based on our results, we suggest that trust between parties is earned and evolves at each of the three stages of the SMP.
以往的战略管理研究很少关注信任在战略管理过程(SMP)中的作用。本研究的目的是调查信任在食品杂货贸易企业的管理。我们回顾了先前的文献，以加深目前对SMP信任的理解，然后通过对芬兰杂货零售公司Kesko Ltd的案例研究进行了探讨。该研究采用定性研究方法进行，并基于对Kesko总裁的采访，他深入参与了SMP。本研究强调在战略工作中对信任发展的考虑。研究结果表明，高层管理团队在战略选择中考虑信任因素可以提高战略实施的效率、创新和参与度。在本文中，我们将探讨信任在战略过程的三个阶段:战略制定、战略选择和战略实施中是如何发展的。我们对信任发展的分析侧重于信任的五个最可操作的维度:(a)能力和竞争力，(b)仁慈，(c)诚信，(d)基于情感的信任，(e)基于认知的信任(McEvily & Tortoriello, 2011)。战略管理分为三个相互关联的阶段:战略制定、战略选择和战略实施(Johnson et al.， 2008)。本案例关注的是战略管理过程中信任的发展。本案例的背景是芬兰一家大型杂货零售连锁店在高度竞争和集中的市场中的参与式战略管理过程。在案例公司中，研究了作为独立企业家的k -零售商与Kesko管理人员和负责管理和不断发展商业模式的行动者之间信任发展的作用。研究结果表明，在战略制定阶段，信任是如何作为参与性实践和来自不同组织层面的行动者之间对话的结果而出现的。增加对战略的理解和贡献，使高层管理人员能够做出新的和勇敢的战略选择。本研究说明了战略选择和实施行动之间的一致性如何增强了组织参与者之间的信任，这些参与者在日常工作中对新战略的实施有一种增强的参与感。本研究强调信任在战略制定、战略选择和战略实施中的作用。这有助于理解SMP中的信任，这在以前的文献中没有得到广泛的研究。基于我们的研究结果，我们认为各方之间的信任是在SMP的三个阶段中获得和发展的。
{"title":"The Role of Trust in the Strategic Management Process: A Case Study of Finnish Grocery Retail Company Kesko Ltd","authors":"Kirsti Malkamäki, Esa Hiltunen, Eeva Aromaa","doi":"10.1177/22779779211006801","DOIUrl":"https://doi.org/10.1177/22779779211006801","url":null,"abstract":"Previous strategy management studies have devoted scant attention to the role of trust in the strategic management process (SMP). The purpose of this study is to investigate trust in the management of a grocery trade business. Prior literature was reviewed to deepen the current understanding of trust in the SMP, and then explored through a case study on a Finnish grocery retail company, Kesko Ltd. The study was conducted by employing a qualitative research methodology and is based on an interview with the president of Kesko, who is intensively involved in the SMP. This study stresses the consideration of trust development in strategy work. The findings indicate that trust considerations in the strategic choices of the top management team can provide efficiency, innovation, and engagement in strategy implementation. Research Questions In this article, we ask how trust develops during three phases of the strategy process: strategy formulation, strategic choices, and strategy implementation. Links to Theory Our analysis of trust development focuses on the five most operationalized dimensions of trust: (a) ability and competence, (b) benevolence, (c) integrity, (d) affective-based trust, and (e) cognitive-based trust (McEvily & Tortoriello, 2011). Strategic management is separated into three interlinked phases: strategic formulation, strategic choice making, and strategy implementation (Johnson et al., 2008). Phenomenon Studied The case focuses on trust development in the strategy management process. Case Context The context of the case is a participatory strategic management process in a large Finnish grocery retail chain in a highly competitive and concentrated market. The role of trust development was studied in the case company between the K-retailers, who are independent entrepreneurs, and Kesko management staff and actors responsible for management and constant development of the business model. Findings This study shows how trust emerged as a result of participatory practices and dialogue between actors from different levels of organization in the strategy formulation phase. Increased understanding and contribution to strategy empowered top management to make new and brave strategic choices. This study illustrates how consistency between the strategic choices and actions for implementation enhanced trust among the organizational actors, who felt a sense of enhanced engagement in the implementation of the new strategy in their everyday work. Discussions This study highlights the role of trust in strategy formulation, strategic choices, and strategy implementation. It contributes to the understanding of trust in the SMP, which has not been widely researched in previous literature. Based on our results, we suggest that trust between parties is earned and evolves at each of the three stages of the SMP.","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":"10 1","pages":"21 - 34"},"PeriodicalIF":0.0,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/22779779211006801","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43091613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-01DOI: 10.1177/2277977921991942
Esa Hiltunen, Outi-Maaria Palo-oja, Markus Perkkiö
Management innovation represents one of the most important and sustainable sources of competitive advantage due to its context-specific nature. Still, current academic literature on management innovation and standardization is slightly limited. This intensive case study explores management innovation in a large European telecommunications company with the focus on standardization in managerial practices. The research data were gathered through interviews with managers from different levels of the case company. The results show that highly standardized management innovation is effective for reaching a standard level of management in a large company; it is also a prerequisite for further systematic development. Research questions: The purpose of this study is to gain insight into how standardization emerges in management innovation in a large organization by studying the construction and conduction of a managerial toolkit in a European telecommunications company. Links to theory: The theoretical framework is based on a study of management innovations and related processes by Birkinshaw et al. (2008) and a standardization study by Wright, Wylie & Sturdy (2012) in which the tasks of an internal change agent were divided into “standardizing agendas” and “standardizing methods”. Phenomenon studied: Adoption process of a standardized management innovation in a large company. Case context: The case company is a large European telecommunications company which operates in a highly competitive market where organizational excellence is extremely beneficial. The case study focuses on the case company management innovation process for creating a “toolkit” for day-to-day management in the retail sales channel. Research findings: The research findings gathered through systematic combining approach show that standardized management innovation is an effective tool for implementing managerial best practices from management fashions into organizational standards. Through adapting these learnings systematically to managers’ individual work, the good “standard” level of managing can be achieved in a large-size company. Reaching these standards also appears as a prerequisite for a further systematic managerial development in the organization. Discussion: This study contributes to management innovation research by highlighting planning and coordination in introduction and successful adoption of standardized management innovation. Planning communications, setting achievable timeframes and choosing the right implementers are important aspects of implementation. Clear guidelines help employees understand the ideological background of management innovation, and close interaction between change agents and store managers promotes the adoption of management innovation. A standardized management toolkit is an effective tool for putting external leadership ideologies, known as management fashions, into practice in a large organization. However, practical implementation requires
{"title":"Creating and Implementing Standardized Management Innovation in a Large Organization","authors":"Esa Hiltunen, Outi-Maaria Palo-oja, Markus Perkkiö","doi":"10.1177/2277977921991942","DOIUrl":"https://doi.org/10.1177/2277977921991942","url":null,"abstract":"Management innovation represents one of the most important and sustainable sources of competitive advantage due to its context-specific nature. Still, current academic literature on management innovation and standardization is slightly limited. This intensive case study explores management innovation in a large European telecommunications company with the focus on standardization in managerial practices. The research data were gathered through interviews with managers from different levels of the case company. The results show that highly standardized management innovation is effective for reaching a standard level of management in a large company; it is also a prerequisite for further systematic development. Research questions: The purpose of this study is to gain insight into how standardization emerges in management innovation in a large organization by studying the construction and conduction of a managerial toolkit in a European telecommunications company. Links to theory: The theoretical framework is based on a study of management innovations and related processes by Birkinshaw et al. (2008) and a standardization study by Wright, Wylie & Sturdy (2012) in which the tasks of an internal change agent were divided into “standardizing agendas” and “standardizing methods”. Phenomenon studied: Adoption process of a standardized management innovation in a large company. Case context: The case company is a large European telecommunications company which operates in a highly competitive market where organizational excellence is extremely beneficial. The case study focuses on the case company management innovation process for creating a “toolkit” for day-to-day management in the retail sales channel. Research findings: The research findings gathered through systematic combining approach show that standardized management innovation is an effective tool for implementing managerial best practices from management fashions into organizational standards. Through adapting these learnings systematically to managers’ individual work, the good “standard” level of managing can be achieved in a large-size company. Reaching these standards also appears as a prerequisite for a further systematic managerial development in the organization. Discussion: This study contributes to management innovation research by highlighting planning and coordination in introduction and successful adoption of standardized management innovation. Planning communications, setting achievable timeframes and choosing the right implementers are important aspects of implementation. Clear guidelines help employees understand the ideological background of management innovation, and close interaction between change agents and store managers promotes the adoption of management innovation. A standardized management toolkit is an effective tool for putting external leadership ideologies, known as management fashions, into practice in a large organization. However, practical implementation requires ","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":"10 1","pages":"77 - 87"},"PeriodicalIF":0.0,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2277977921991942","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45660492","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-01DOI: 10.1177/2277977921991915
N. Pandey, S. Jha, Vaibhav Rai
The Ayushman Bharat, the universal healthcare scheme in India, faced service adoption challenges after its launch in 2018. It was an enigma for the top management in Ayushman Bharat regarding slower service adoption of a free mass healthcare coverage scheme by the target population. The case focuses on the service adoption challenges from patient and physician perspectives while implementing a universal healthcare system. It provides insights to policymakers, physicians, service operations managers, and healthcare administrators regarding managing the universal healthcare system’s implementation challenges in a developing country context. Research questions/Objective: This study aims to understand service adoption challenges in a universal healthcare system setting. The study explores the following research questions: How is service adoption theory applied in a universal health coverage program? What should be the integrated marketing communication plan to improve the awareness about a universal healthcare program? Links to theory: The study uses service adoption theory. It analyzes service adoption challenges for the universal healthcare system in India called Ayushman Bharat. It also uses literature on the Unified Theory of Acceptance and Use of Technology (UTAUT) model. Phenomenon studied: The case study uses pan India patient and physician data to explore service adoption issues in Ayushman Bharat - a universal healthcare scheme in India. Case context: The primary data collected through the field (hospital) visits and interaction with patients and physicians of Ayushman Bharat form the basis of this case study. Findings: The study emphasizes on performance expectancy, ease in availing of the service, positive social influence, and facilitating conditions for service delivery of Ayushman Bharat. The Ayushman Bharat scheme’s performance expectancy means how being a healthy individual would contribute to better performance at the workplace. The effort expectancy is the level of ease an eligible Ayushman Bharat scheme can avail the service at the empanelled hospital. The social acceptance of the Ayushman Bharat scheme by friends, peers, and people in the vicinity would create a positive social influence. The facilitating conditions in the Ayushman Bharat scheme are the government’s capacity to provide organizational and technological infrastructure to support this universal healthcare program. Discussions: The use of service adoption theory and the UTAUT model to enhance the adoption of the universal healthcare system in India have been discussed in the case study.
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