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The learning outcomes are as follows:

1. enable students to appreciate how a platform company can navigate through diminishing network effects;

2. enable students to foresee the downside of scaling up a platform business;

3. enable students to appreciate the trade-off between an efficiency-centric and a novelty-centric business model for platform businesses; and

4. enable students to create a platform business model canvas for a company.

The teaching case discusses the dilemma of Akshay Chaturvedi, the founder of Leverage Edu, an artificial intelligence-enabled platform for students seeking admission to foreign universities. It had received nearly US$9.6m in funding until December 2021.

Chaturvedi wanted to make the best use of his funds, but was torn between turning Leverage Edu into an “efficient platform” and transforming it into a “novelty-centric platform”. The teaching note attempts to resolve Chaturvedi’s dilemma by analyzing competitors using the platform canvas model and determining how Chaturvedi could create and use network effects to Leverage Edu’s advantage. The case is based on secondary data that is freely available in the public domain.

This case is intended for MBA Entrepreneurship students taking a platform business elective. It can also be used in faculty and management development programs under the banner “Technology and Platform Businesses”.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The non-executive Chairman, Chaturvedi, must lead the Board of Directors of ICICI Bank as it deals with the adverse findings by a former Supreme Court judge against Ms. Chanda Kochhar, the former Chief Executive of the Bank. She had not disclosed a conflict of interest regarding a loan to a corporate group that had business dealings with her husband. Months earlier, the Board had exonerated her and also allowed her to retire from the Bank. Could and should the Board now reclassify Kochhar's retirement as ‘Termination for Cause’ and claw back her past bonuses?

In the present study, we examined how effectively online travel agencies (OTAs) handle negative e-word-of-mouth on social media platforms like Facebook, Twitter, and Instagram. We collected data from 497 participants using survey method. To test the hypotheses formulated from the existing literature, structural equation modeling was adopted in this study. The results from structural equation modeling indicate effective handling of the negative e-word of mouth (e-WOM) on social media websites significantly affects customer satisfaction and repurchase intention. The current research work provides insight into social media recovery efforts and service fairness when handling negative e-WOM. The study recommends that customers can distinguish the differences between general efforts and adaptive complaint-handling efforts, and dissimilarities may influence satisfaction, repurchase intentions, etc. Although empathy, apology, responsiveness, and paraphrasing are considered pioneer strategies in complaint handling, customers' negative e-WOM, and firms' recovery management, but the current study is among a few to categorize OTAs' handling of negative e-WOM and complaint handling efforts in the social media environment.

Shadow banks or non-bank financial intermediaries (NBFIs) are facilitators of credit, especially in emerging market economies (EMEs). However, there are certain risks associated with them, such as their unchecked leverage and interconnectedness with the rest of the financial system. In light of this, the present study analyses the impact of the growth of shadow banks on the stability of the banking sector and the overall stability of the financial system. The authors further examine the effect of the growth of finance companies (a type of NBFIs) on financial stability.

The study employs data of 11 EMEs (monitored by the Financial Stability Board (FSB)) for the period 2002–2020 to examine the above relationships. Panel-corrected standard errors method and Driscoll–Kray standard error estimation are deployed to conduct the analysis.

The results signify that the growth of the shadow banking sector and the growth of lending to the shadow banking sector are negatively associated with the stability of the banking sector and increases the vulnerability of the financial system (overall instability). This implies that the higher the growth of the shadow banks, the higher the financial fragility. Finance companies are also found to negatively affect financial stability. These findings are validated by different estimation methods and point out the risks posed by the NBFI sector.

The extant study builds a composite index (Financial Vulnerability Index (FVI)) to measure financial stability; thus, the findings contribute to the evolving literature on shadow banks.

This paper is aimed at analyzing the inter-contextual relationships among the factors that led to inadequate management of electronic and electrical waste (WEEE) during COVID-19 using a subjective perspective.

Grey sets and a Decision-Making Trial and Evaluation Laboratory (DEMATEL)-based approach has been employed to identify the causal association of intertwined WEEE management barriers.

Results reveal the lack of implementation of the legislative framework, extended producer responsibility and lesser corporate initiatives are some of the most challenging WEEE management challenges during the current pandemic.

The findings of the study would enable stakeholders of WEEE management toward building resilient policies and effective implementation plans during as well as post-crisis situations.

COVID-19 led challenges related to healthcare waste have attracted a significant amount of scholarly attention, but there has been lesser attention toward e-waste management challenges during the pandemic. Negligence toward e-waste management can pose threats to the environment as well as human well-being.

This chapter discusses how businesses can create alignment between their corporate sustainability (CS) efforts that focus on the triple bottom line of the financial, environmental, and social, and the 10 principles of the UN Global Compact in the four core areas of environment, human rights, labor standards, and anticorruption.

Based on the literature review, the relationship between CS and corporate responsibility is presented. Creating alignment between CS management and Global Compact initiatives requires knowledge of the Global Reporting Initiative (G4-GRI), third-party CS rankings, green supply chain management, and anticorruption strategies.

UN Global Compact is an international forum to promote and self-report CS and corporate social responsibility [Bitanga & Bridwell, 2010. CS is achieved through a triple bottom line – financial, environmental, and social (Hutchins & Sutherland, 2008). For CS management, businesses use four strategies including defensive, cost-benefit, strategic, and innovation/learning [Buchholtz & Carroll, 2008; Egbeleke, Journal of Management and Sustainability, 4(2), 92–105 (2014); Epstein, 2008; Epstein, Buhovac, & Yuthas, 2010]. The UN G4-GRI is the most widely used comprehensive sustainability reporting standard in the world (G4-GRI, 2013). Third-party, industry sector-specific CS ratings reinforce the self-reported sustainability reports. Each firm has to conduct their own CS cost-benefit analysis to determine how CS practices can lead to value creation for sustained competitive advantage. Creating alignment with Global Compact initiatives offers firms a marketing advantage. Conducting business in accordance with the Global Compact is a value-increasing business strategy [Kaspereit & Lopatta, 2011; Lopatta & Kaspereit, 2014; Michelon, Corporate Reputation Review, 14(2), 79–96 (2011)]. Green supply chain management is essential for CS (Penfield, 2014). Four prevailing anticorruption frameworks or intervention policy approaches include law enforcement, economics, moralism, and cultural relativism (Bellows, 2013). There is little sustainability reporting in the government and public-sector organizations (Adams, Muir, & Hoque, 2014).

It is difficult to quantify the financial and social benefits of aligning the CS efforts with the 10 principles of UN Global Compact [Parisi, Journal of Management and Governance, 17(1), 71–97 (2013); Nilipour & Nilipour, Interdisciplinary Journal of Contemporary Research in Business, 3(9), 1084–1092 (2012)]. The environmental impact can be easily quantified.

As the primary driver of globalization, businesses and other organizations can help ensure that markets, commerce, technology, and finance advance in ways that benefit environment, economies, and societies in both developed and developing countries leading to sustained development.

The role of green supply chain management and anticorruption strategies in CS management is explored.

The authors look back and forward in terms of challenges and opportunities for marketing, viewed from the vantage point of the subsistence marketplaces stream. The authors discuss how marketing can evolve and expand to address the scale and scope of challenges that lie ahead. By way of challenges, the authors discuss the confluence of uncertainties, such as inherent in the Base of the Pyramid (BoP) contexts, in environmental issues, and in the arena of technological solutions, as well as the confluence of unfamiliarities among managers, students, and researchers. The authors discuss opportunities for marketing through a bottom-up approach and argue for evolving marketing with rapidly changing reality in BoP markets, a harbinger and an innovation laboratory for all contexts.

The market-based approach to catering for the poor mainly focusses on companies making profits while helping the poor enhance their lives. This concept presented the possibility of there being a ‘fortune’ to make at the Bottom of the Pyramid (BoP) market that was an opportunity for both businesses and consumers. The notion of the BoP market has been widely studied using urban and rural contexts as distinct classifications; yet many argue that the opportunity does not in fact exist in the rural BoP markets. In this chapter the authors examine the prospects in the rural BoP in Sri Lanka through a qualitative study using insights provided by industry practitioners who operate at the BoP level. Findings show that a large percentage of the income of multinational companies is derived from rural BoP markets. Compared to the urban sector, the rural BoP market indicates relatively higher disposable income and is viewed as an attractive market segment by industry practitioners. The findings also show that rural BoP people have more resources and skills than their urban counterparts, although the former commonly have lower levels of education. Moreover, the youth segment in both the urban and rural BoP markets was found to heavily consume social media. The authors conclude their discussion by providing several key proposals for organisations looking to seize opportunities in this market.

Despite the importance of high-technology firms to the global economy, relatively little is known about factors contributing to these firms’ long-run growth. We examine these factors using a unique longitudinal dataset combining two waves of detailed surveys of 345 UK high-tech firms with performance data from UK official datasets. Overall we conclude that the early strategic decisions made by firms have long-run impacts on their subsequent growth, and we suggest that policy measures targeted at shortfalls faced by these firms may have positive long-term consequences.

Through a systematic review of the literature, this study analyzes the empirical literature on the adoption of environmental sustainability strategies in order to identify (i) the main conceptual aspects by which environmental sustainability strategies can be conceived of, (ii) the main determinants of the adoption of such strategies, (iii) the expected impacts on the company’s international performance, as well as (iv) the mechanisms that mediate the effect of environmental sustainability strategies on international performance. This study thereby offers propositions about the relationships between environmental sustainability strategies, their determinants (both in relation to the institutional environment and to the company’s domain), and their performance implications.