Pub Date : 2024-03-01DOI: 10.1177/02560909241236548
Chhavi Mehta, Monika Chopra, Sanjay Dhamija
In January 2017, Vittorio Colao, the Vodafone Group CEO, and Kumar Mangalam Birla, the chairman of the Aditya Birla Group, announced a merger to form Vodafone Idea. The merger was expected to create a successful telecom company with the largest market share. Contrary to expectations, the merged entity kept struggling on various non-financial and financial business fronts. The current case discusses the motives for the merger, expected synergies, post-merger challenges and financial performance of the combined entity. The case presents the potential future strategies and a dilemma about the prospects of survival and growth of the newly created entity “Vi”.
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Pub Date : 2024-03-01DOI: 10.1177/02560909241239517
N. Ravichandran, S. Venkataramanaiah, Uday Gajiwala, Rahul Pandey, Shridhar Venkat, I. V. S. Rao, K. R. S. Murthy, S. Manikutty, G. Raghuram
The colloquium presents multiple perspectives on managing social organizations. Social organizations have emerged from not-for-profit organizations. They meet an important unfulfilled need of collective societal good. Some social organizations have a strong legacy. There is no standard way of governing/administring/managing social organizations. The management style needs to be context-specific. The impact of social organizations are also varied. Often the emphasis is on effectiveness rather than efficiency. The articles draw on the experience of the founder/co-founder, managers and academicians who have worked with/for social organizations to provide insights on the management and various challenges these organizations face.
{"title":"Managing Social Organizations: Experiences and Challenges","authors":"N. Ravichandran, S. Venkataramanaiah, Uday Gajiwala, Rahul Pandey, Shridhar Venkat, I. V. S. Rao, K. R. S. Murthy, S. Manikutty, G. Raghuram","doi":"10.1177/02560909241239517","DOIUrl":"https://doi.org/10.1177/02560909241239517","url":null,"abstract":"The colloquium presents multiple perspectives on managing social organizations. Social organizations have emerged from not-for-profit organizations. They meet an important unfulfilled need of collective societal good. Some social organizations have a strong legacy. There is no standard way of governing/administring/managing social organizations. The management style needs to be context-specific. The impact of social organizations are also varied. Often the emphasis is on effectiveness rather than efficiency. The articles draw on the experience of the founder/co-founder, managers and academicians who have worked with/for social organizations to provide insights on the management and various challenges these organizations face.","PeriodicalId":507036,"journal":{"name":"Vikalpa: The Journal for Decision Makers","volume":"31 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140399744","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 : 2024-03-01DOI: 10.1177/02560909241244610
Aman Srivastava
{"title":"The Curious Case of Vodafone Idea Merger: Is it a Saga of Turbulence or a Move Towards Potence?","authors":"Aman Srivastava","doi":"10.1177/02560909241244610","DOIUrl":"https://doi.org/10.1177/02560909241244610","url":null,"abstract":"","PeriodicalId":507036,"journal":{"name":"Vikalpa: The Journal for Decision Makers","volume":"40 18","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140401006","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 : 2024-03-01DOI: 10.1177/02560909241232499
Rajeev Sharma, Soumendra Narain Bagchi
The execution of globally distributed information technology service projects (GDITP) by globally distributed teams, while inherently complex, offers the advantages of swift implementation and seamless service delivery to global clients. The numerous challenges including the intangibility of customer specifications, the iterative nature of information technology (IT) activities and coordination difficulties arising from diverse teams contribute to complexity in managing these projects. Moreover, the organizational complexity is compounded by competing power centres, turning project delivery into a politically contested process. In traditional projects such as construction or customized manufacturing, overcoming aforementioned challenges through strong top-down leadership is typical in many time-bound projects. However, in the realm of IT projects, which are inherently people-centric, enforcing a command-and-control environment is challenging. Communities-of-practice (CoP) offer an alternative structure that engages highly skilled employees in a collaborative community, navigating the challenges posed by IT projects. Our study explores this innovative approach, focusing on a product firm effectively leveraging CoPs to successfully execute global service projects. Delving into the functioning of CoPs, our research illustrates how they scale up using both formal and informal networks to meet diverse global customer requirements. Despite operating globally, CoPs exhibit emergent collective mindfulness, adapting tools, processes and products to the demands of the projects. The study also details how the organization manages complexity while adhering to product architecture and a uniform project framework.
由全球分布的团队执行全球分布的信息技术服务项目（GDITP），虽然本质上很复杂，但却具有快速实施和向全球客户无缝交付服务的优势。客户规格的无形性、信息技术（IT）活动的迭代性以及不同团队带来的协调困难等众多挑战，都导致了这些项目管理的复杂性。此外，相互竞争的权力中心也加剧了组织的复杂性，使项目交付成为一个具有政治争议的过程。在建筑或定制生产等传统项目中，通过强有力的自上而下的领导来克服上述挑战是许多有时限项目的典型做法。然而，信息技术项目本质上是以人为本的，在这一领域，强制执行命令和控制环境具有挑战性。实践社区（CoP）提供了一种替代结构，让高技能员工参与到协作社区中，共同应对 IT 项目带来的挑战。我们的研究探讨了这一创新方法，重点关注一家产品公司如何有效利用 CoPs 成功执行全球服务项目。我们的研究深入探讨了 CoPs 的运作，说明它们如何利用正式和非正式网络扩大规模，以满足全球客户的不同需求。尽管在全球范围内开展业务，但 CoPs 表现出新兴的集体意识，根据项目需求调整工具、流程和产品。研究还详细介绍了该组织如何在坚持产品架构和统一项目框架的同时管理复杂性。
{"title":"Projectized Community of Practice: A Case Study of Globally Distributed Information Technology Organization","authors":"Rajeev Sharma, Soumendra Narain Bagchi","doi":"10.1177/02560909241232499","DOIUrl":"https://doi.org/10.1177/02560909241232499","url":null,"abstract":"The execution of globally distributed information technology service projects (GDITP) by globally distributed teams, while inherently complex, offers the advantages of swift implementation and seamless service delivery to global clients. The numerous challenges including the intangibility of customer specifications, the iterative nature of information technology (IT) activities and coordination difficulties arising from diverse teams contribute to complexity in managing these projects. Moreover, the organizational complexity is compounded by competing power centres, turning project delivery into a politically contested process. In traditional projects such as construction or customized manufacturing, overcoming aforementioned challenges through strong top-down leadership is typical in many time-bound projects. However, in the realm of IT projects, which are inherently people-centric, enforcing a command-and-control environment is challenging. Communities-of-practice (CoP) offer an alternative structure that engages highly skilled employees in a collaborative community, navigating the challenges posed by IT projects. Our study explores this innovative approach, focusing on a product firm effectively leveraging CoPs to successfully execute global service projects. Delving into the functioning of CoPs, our research illustrates how they scale up using both formal and informal networks to meet diverse global customer requirements. Despite operating globally, CoPs exhibit emergent collective mindfulness, adapting tools, processes and products to the demands of the projects. The study also details how the organization manages complexity while adhering to product architecture and a uniform project framework.","PeriodicalId":507036,"journal":{"name":"Vikalpa: The Journal for Decision Makers","volume":"23 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140404052","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 : 2024-03-01DOI: 10.1177/02560909241234239
Anindya Roy Chowdhury, Gouri Gargate
{"title":"Intellectual Property Management in Academic and Research Organizations: The Role of a Laboratory Notebook","authors":"Anindya Roy Chowdhury, Gouri Gargate","doi":"10.1177/02560909241234239","DOIUrl":"https://doi.org/10.1177/02560909241234239","url":null,"abstract":"","PeriodicalId":507036,"journal":{"name":"Vikalpa: The Journal for Decision Makers","volume":"6 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140401443","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}
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