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Volume 11
Maruti Suzuki India Limited: Towards Cleaner Mobility
Santosh Kumar, Arunaditya Sahay
Maruti Suzuki, a leader in Indian automotive market with around 50% market share in passenger cars, was likely to face intense competition because of disruption by electric vehicles. As electric vehicles adoption was increasing globally in developed countries, automotive companies shaped their strategy accordingly to stay relevant. Maruti Suzuki was yet to be ready with electric vehicles and approached this space differently than other competitors. However, with Indian Government pushing toward cleaner m...
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Volume 10
Issues in Liquidity Management in Banking System: An Empirical Evidence From Indian Commercial Banks
Raavinuthala Satya Krishna Sharma, Kumar Bijoy , Arunaditya Sahay
Maintaining the optimal level of liquidity in the banking system has always been a challenge for banks globally. Liquidity deficit Indian Banks turned to liquidity surplus due to the demonetization of higher denomination currencies in November 2016. The liquidity deficit has the potential to trigger systemic risk whereas a surplus can weaken monetary transmission leading to the creation of asset bubbles. This study explores the impact of various interventions of policymakers to maintain the optimal liqui...
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Volume 8
Benevolent Leader as A Social Entrepreneur
Deepak Chamola, Ajoy K Dey , Arunaditya Sahay
This research, done at the intersection of benevolent leadership style and for-profit social entrepreneurship, examines the research question: How does a benevolent leader, concerned for ecological sustainability, drive a for-profit social enterprise? Adopting a case approach, the phenomenon has been probed within the bounded context of SOS Organics—a for-profit social enterprise—located in a remote village of Uttarakhand state of India. The data was collected from multiple sources and thematic analy...
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Volume 5
Constituents and Drivers of Mission Engagement for Social Enterprise Sustainability: A Systematic Review
Reeti Kulshrestha, Arunaditya Sahay , Subhanjan Sengupta
Social entrepreneurship as a prosocial phenomenon focuses on the upliftment of the vulnerable and marginalised through entrepreneurship. Social enterprises are mission-oriented often suffering from mission-related challenges that accompany duality in its form. This in turn raises concern over sustainability for social enterprises as they begin to focus more on the economic objectives rather than the social value they originally intended to create. The objective of the study is not only to carry out a sys...
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Volume 5
Mcdonald’s in India: The Battle for Control
Arunaditya Sahay, Tushar Sankar Banerjee
McDonalds India Private Limited (MIPL) had formed a joint venture in 1995 with Vikram Bakshi, a real estate hospitality magnate, both the parties owning 50% of the share. The joint venture was named Connaught Plaza Restaurant Ltd (CPRL). In 2008, when CPRL was operating 70 McDonald's outlets, MIPL offered to acquire Bakshi’s share in the joint venture first for $5 million which was revised to $7 million. This offer would have given only $2 million more than Bakshi's initial investment while his money w...
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Volume 2
IndiGo: Cruising in Market but Crashing Within
Reeti Kulshrestha, Arunaditya Sahay , Subhanjan Sengupta
M. Damodaran,1 chairman IndiGo, has a lot on his plate, and the servings are not over yet. What happened on 26 April 2019, was just a precursor to what was eventually to follow. Aditya Ghosh,2 the longstanding director of InterGlobe3 for 10 years, resigned from his position, making way for Greg Taylor4 as president and chief executive officer (CEO). Rahul Bhatia5 became the interim CEO. This, ironically, happened when the airline had bagged in traffic rights to as many as 15 countries, including France, ...
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Volume 2
DHFL Meltdown: The Corporate Governance Lapses
Daitri Tiwary, Arunaditya Sahay
India’s non-banking financial institutions (NBFIs), broadly constituting the less-regulated shadow banking sector, have been plagued with scams, triggering a domino effect in the Indian money market. Major corporate governance issues were highlighted in NBFIs with the unfurling of the ILF&S fraud; it virtually created a sub-prime crisis. In such a scenario, where the shadow banking sector was subject to change in regulations to ensure vigilance, corporate governance lapses had again led to the meltdown...
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Volume 1
Developing curriculum for industry 4.0: digital workplaces
Mita Brahma, Shiv S. Tripathi , Arunaditya Sahay
The purpose of this paper is to introduce a framework used in a program for working executives, designed to prepare them for the digital workplace environment of industry 4.0.The paper adopts a case-based approach. It presents the current context about industry 4.0 and digitized workplaces. It then describes the case of designing the curriculum for a learning program on this theme, the responses received from participants and facilitators and conclusions that can be drawn from the responses. The findings...