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Collective resistance to collective collaboration: a leader’s introspection

Atri Sengupta (Department of OB and HR, Indian Institute of Management Sambalpur, Sambalpur, India)
Bhaurao Sonawane (Department of PGPWE, Indian Institute of Management Raipur, Raipur, India)

Emerald Emerging Markets Case Studies

ISSN: 2045-0621

Publication date: 3 February 2020

Abstract

Learning outcomes

Ethical leadership and decision-making, engaging and managing multiple conflicting stakeholders.

Case overview/synopsis

Utkal Alumina International Limited (UAIL), an ambitious Greenfield project of Hindalco Industries Ltd. faced the challenges of conflicting multiple stakeholders and collective resistance that did not allow UAIL to be commissioned for almost two decades. The case portrayed the journey of a new leader of UAIL in the path of transforming collective resistance to collective collaboration. In the case, the author was introspecting about how far the author could achieve the objective of collective collaborations through stakeholders’ engagements and what would be the next path of the journey.

Complexity academic level

MBA and executive development programs.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 6: Human Resources.

Keywords

Acknowledgements

Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The authors may have disguised names; financial and other recognisable information to protect confidentiality.

Citation

Sengupta, A. and Sonawane, B. (2020), "Collective resistance to collective collaboration: a leader’s introspection", Emerald Emerging Markets Case Studies, Vol. 10 No. 1. https://doi.org/10.1108/EEMCS-09-2019-0229

Publisher

:

Emerald Publishing Limited

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