Neetu Yadav

Total interpretive structural modelling (TISM) of strategic performance management for Indian telecom service providers

Purpose - – The purpose of this paper is to develop a total interpretive structural modelling (TSIM) of strategic factors related to performance management in the context of Indian Telecom Service Providers taking dual perspectives in account, i.e. enterprise perspective and subscribers’ perspective. Design/methodology/approach - – An evolving performance management framework, i.e. flexible strategy game-card has been taken as the basis to develop the strategic performance management model, where strategic factors have been identified through thematic content analysis and the hierarchical structure of factors has been developed using TISM. Findings - – Two total interpretive structural models have been developed, one for enterprise-related strategic factors, and another for subscriber-related strategic factors. These hierarchical structures portray the leading and lagging factors of performance, and showcase that financial performance indicators are the lagging indicators. Research limitations/implications - – This study has implications for both practitioners and academics. For practitioners, it provides an indicative list of strategic factors relevant for Indian telecom companies, which drive better financial results as well as a list of strategic factors that subscribers consider while assessing the performance of telecom operators. For academics, the methodology used provides a mechanism to conduct an exploratory study by identifying the variables of interest and highlighting their interactions through hierarchical structures. Originality/value - – The proposed strategic performance management models developed through qualitative modelling technique is a new effort altogether in the context of Indian telecom operators’. Capturing subscribers’ perspective of firms performance is neglected in existing performance management literature, and this study makes a contribution in this regard.

Performance measurement and management frameworks: Research trends of the last two decades

– The purpose of this paper is to provide an integrated framework of performance management area showcasing research trends in performance measurement and management frameworks developed and discussed by revisiting the literature of the last two decades – from 1991 to 2011. , – This paper provides a comprehensive review (excluding management control systems) of the performance measurement and management frameworks/systems/models developed in the last two decades, which helps to highlight the research trends related to performance management frameworks. The methodology for literature review is chronological review where it is divided into two periods – 1991-2000 and 2001-2011. , – This paper portrays the developments that happened in performance measurement and management via looking at performance management frameworks and an analysis that reveals the research trends carried out in the last two decades, indicating paradigm shifts such as from a financial perspective to an integrative perspective (era 1991-2000), from an operational perspective to a strategic perspective, the utilization of systems and simulation techniques (era 2001-2011), etc. These shifts have led to the development of effective, integrated, and dynamic performance measurement systems. , – The frameworks/models related to management control systems and the trends related to performance control systems have not been discussed here and they require further research in future studies. , – There is very limited work available in the literature that discussed specifically the performance management and measurement (PMM) frameworks/models and systems; most of the previous work talks about developments only till 2000. This paper gives a snapshot of the researchers in the field of PMM regarding the developments and transformations in the frameworks for enterprises for the period 1991-2011, thus incorporating recent developments as well.

Modeling strategic performance management of automobile manufacturing enterprises

Purpose – This paper aims to present strategic performance management modeling of the Indian automobile manufacturing enterprises. This will help to understand the hierarchical structure and linkages of different strategic factors related to enterprise performance in a better way. Automobile manufacturing industry is one of the top industries in India. It is of paramount importance to identify the strategic factors and their linkages to understand the strategic performance management issues better. Design/methodology/approach – Flexible strategy game-card, an evolving performance management framework, has been taken as the basis for the development of a strategic performance management model. Thematic content analysis is used to analyze semi-structured interviews and for identifying strategic factors related to performance. Total interpretive structural modeling (TISM) is used to develop the hierarchical structure of these performance strategic factors. Case-lets and statistical analysis are used to furth...

Theoretical Roots of Flexible Strategy Game-card: An Evolving Strategic Performance Management Framework

In the last two decades, many developments have been made in the field of strategic performance management in terms of performance management frameworks/models. The major developments are performance prism, Kanji’s business scorecard, holistic scorecard, system dynamics-based balanced scorecard, etc. One of the attempts made to propose an integrated performance management framework is named as flexible strategy game-card, which intends to support full cycle of strategy formulation, execution, performance measurement, and management. This chapter is an attempt to discuss about this evolving performance management framework in terms of its evolution, the theoretical roots, and application of framework by presenting an illustration. The outcome of the chapter is to share theoretical roots with the researchers and practitioners related to this recent development.

Revisiting performance measurement and management: deriving linkages with strategic management theories

The interest in performance measurement and management (PMM) has notably increased in the last two decades. The purpose of the paper is to revisit the research and knowledge base of the last two decades related to performance measurement and management and exploring the linkages with theories related to strategic management. A critical analysis of existing performance management frameworks has been carried out and an attempt has been made to derive linkages with strategic management theories. Ten PMM frameworks have been selected for the study, and some classical strategic management theories have been chosen for exploring the linkages of two areas, i.e., strategic management and performance measurement and management. The linkages with strategic management theories help to reflect the relationship between strategy and firms performance. The analysis carried out in the study reflects that most of the PMM frameworks follow resource-based view theory, and developments happened post 2000 considered stakeholder theory by inclusion of all the stakeholders, but still the PMM frameworks lack strategic orientation which is an eye-opening result that came out of the study. The results of the study can be validated by one of the empirical studies by Thaker (2011) stating that still business performance management systems are satisfying tactical purposes and are lacking in strategic thinking.

Development of Flexible Strategy Game-card: A Case Study

Scorecards developed by the companies all over the globe faced a lot of criticism, and the researchers and practitioners realized a need to look beyond the scorecard. Many developments happened in this direction, out of which one of the attempts made to propose flexible strategy game-card, which intends to support the whole cycle of strategy formulation and execution and emphasizes the concept of game-card rather than scorecard. This chapter makes an attempt to develop a flexible strategy game-card for a case company. This case study has been developed in the context of one of the Indian telecom service-providing firms. The game-card has been developed, and an attempt has been made to draw the comparisons of the game-card with the scorecard, which highlights how the game-cards can be helpful to overcome some of the limitations of the scorecard. The outcome of the study is to present the practical application of this evolving performance management framework, which helps to demonstrate the mechanism for the development of game-card to the body of knowledge related to strategic performance management.

Dynamics of strategic interventions with firm’s performance: Case illustration in Indian context

Purpose - – The purpose of this paper is to explore the relationships between strategic interventions with firm’s performance using flexible strategy game-card (FSGC) approach in the context of one of the Indian telecom service providers. Design/methodology/approach - – The paper adopts the case research methodology and follows the seven-step mechanism of implementing FSGC for designing performance management system (PMS) for case company. Findings - – The paper adopts an evolving performance management framework for development of PMS in the context of Indian enterprise, where there is limited work done in this field. It showcases identification of strategic factors from enterprise perspective, and subscribers’ perspective; defining measures, targets, strategic directions; alignment of strategic actions with strategic directions; executing strategic actions; and review and feedback, thus, the process of PMS development covers the entire cycle of strategy formulation and implementation. Research limitations/implications - – The findings of case analysis is limited to the context of the study, which cannot be generalized, but the mechanism of PMS development can be taken as an exemplary for development of FSGC in the context of any enterprise. Originality/value - – The paper makes a contribution to the body of knowledge of performance measurement and management in terms showing its linkages with strategic interventions, and thus it leads to develop an effective PMS. The case illustration in context of the Indian enterprise makes a sectoral contribution.

Next Education: Technology Transforming Education:

The approach towards teaching and learning has drastically changed with the advent of technology. Classrooms are no longer what they used to be. The traditional spaces fitted with blackboards and controlled by overbearing/strict teachers have given way to the new-age ‘smart’ classrooms. The post-millennial generation, which is highly exposed to gadgets like smartphones, has a short attention span and seeks quick learning at the click of a button. They want the freedom to decide what and how they want to learn; this wish is fulfilled by technology that has democratized Indian education system. The integration of technology and education was seen as a thrust area for business development in the early 2000s. In 2007, two IIT alumni and serial entrepreneurs, Beas Dev Ralhan and Raveendranath Kamath, started Next Education with the aim of changing the face of education in India by melding it with technology. In a short span of 10 years, it reached over more than 10,000 schools across the country transforming lives of more than 1,000,000 students with its flagship products such as TeachNext, LearnNext, MathsLab, Next ERP and aims at becoming the leader in technology-based education solution provider. The journey has been quite challenging with stiff competition from EdTech market leaders and resistance from various stakeholders. The questions Ralhan and Kamath were facing: How to enter into an industry which was at the nascent stage? How to create its market space and how to sustain it? How to beat the challenges in establishing a foothold in technology-driven education industry?

Amazon India’s “Apni Dukaan”: branding strategy

Subject area Brand Management, Branding Strategy, Strategic Management. Study level/applicability The case study is suitable for postgraduate management programs, such as MBA, Executive MBA and executive development programs. Case overview This case study provides a detailed analysis of Amazon India’s branding strategy by way of analyzing popular branding campaigns such as “Try to kar”, “Aur Dikhao”, “Kya Pehnu” and “Apni Dukaan” that enabled the global brand to reach to the masses of Tier-II and Tier-III cities in India. Facing fierce competition from existing market leaders such as Flipkart and Snapdeal, Amazon India strategizes to attract Indian consumers by rightly capturing their behavior in terms of demanding “highest power of options”, “fashion choices”, “originality” and “trust” with its local flavored advertisement campaigns enabling it to create a “trusted, reliable and local” brand identity. With the help of sufficient data and numbers about the industry, company and competitors, the analysis presents a clear picture of the current status of Amazon in the Indian e-commerce space and leaves the readers with food for thought concerning whether this “culture-specific” branding strategy will enable Amazon to become the number one choice for Indian online shoppers in the near future. Expected learning outcomes This case study helps students to understand how global MNCs use unique branding strategies to capture mass-markets in e-commerce business, the role of culture-specific aspects in developing differentiation strategies and the role of local flavors in branding strategies and internationalization. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code: CSS 8: Marketing.

Higher Education and Sustainable Development: An Exploratory Study of Indian Management Institutions

The objective of this paper is to explore the applicability of sustainability education in the Indian higher education sector. Specifically, we examine Business Management curriculum innovation for sustainability education with an emphasis on course design, content, and delivery mechanism. This study is exploratory in nature and adopts content analysis methodology for analyzing primary data from semi-structured interviews and secondary data from university websites and reports. Our findings reveal that sustainability education initiatives in Indian Business Management schools and departments attempts to create an understanding and build competence on social, environmental, and sustainable aspects of business. But there is still a very long way to go. The objective of self-reflection in students for the betterment of community and planet earth is yet to be achieved by the way of participative and engaged learning.