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The purpose of this paper is to outline the qualitative research findings of the effectiveness of Her Majesty’s Prison and Probation Service Programme Needs Assessment (PNA) in supporting decision making regarding selection onto high-intensity offending behaviour programmes.

Qualitative data analysis was used through the application of thematic analysis. Results were pooled using principles from meta-synthesis in order to draw conclusions as to whether the PNA was operating as designed.

Four overarching themes were identified, which have meaning in guiding decision making into, or out of high-intensity programmes. These were risk, need and responsivity, the importance of attitudes, motivation and formulation and planning.

The majority of data were collected from category C prisons. Generalisability of findings to high-intensity programmes delivered in maximum security prisons and prisons for younger people aged 18–21 years is limited. The research team had prior knowledge of the PNA, whether through design or application. Procedures were put in place to minimise researcher biases.

Findings suggest that the PNA is effective in guiding clinical decision making. Practitioners and policy makers can be assured that the processes in place to select into high-intensity programmes are effective, and aligned with the What Works in reducing re-offending.

This is the first evaluation into the effectiveness of the PNA designed to support clinical decision making regarding participant selection onto accredited offending behaviour programmes. Implications for practice have been discussed.

To understand social entrepreneurship and a social entrepreneur; to identify a social problem and develop a business idea; to understand the theory of entrepreneurial opportunity recognition; and to understand microfinance and its impact in the lives of the poor.

The case traces the journey of its founder Chandra Shekhar Ghosh from being a small time entrepreneur in microfinance to being the owner of a universal bank named Bandhan. Bandhan bank started its operations on August 23, 2015 with 501 branches, 2022 service center and 50 ATMs across 24 states. It had 14.3 million accounts, around 105 billion loan book and 19,500 employees. The founder of Bandhan bank, Chandra Shekhar Ghosh, an Ashoka fellow had won numerous awards such as Entrepreneur with Social Impact Award by Forbes (2014), Entrepreneur of the Year by Economic Times (2014), Skoch Financial Inclusion Award (2011), Entrepreneur of the Year Award (2014) by AIMA to name a few. In 2014, Bandhan was also recognized as Global Growth Company by World Economic Forum.

The case is suitable for analysis in a MBA level course on social entrepreneurship.

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CSS 3: Entrepreneurship.

The purpose of this study is to investigate the significance and impact of strategic knowledge management (SKM) practices and organisational change capacity (OCC) in improving strategic thinking and strategic orientation in small and medium-sized enterprises (SMEs) and their contribution in overall improvement of entrepreneurial performance.

Quantitative research methodology using partial least square structural equation modelling with data of 296 sample from the target group as managers and owners from various SMEs in the UK has been used in the study.

The findings suggest that SMEs that invest in SKM and OCC are more proficient at adjusting to fluctuations in the business landscape and develop effective strategies that lead to improved entrepreneurial performance. The study provides evidence that SKM encompasses more than just the acquisition and use of information. It also involves the establishment of a learning and innovation culture that facilitates strategic thinking and direction. Similarly, OCC is not just about implementing change but also about developing the agility and flexibility to adapt to market changes, consumer demands and technology.

According to the research, SMEs may boost their entrepreneurial performance and keep a competitive advantage in the modern, dynamic business environment by investing in SKM and OCC. The capacity of SMEs to implement SKM and organisational change should be encouraged and supported by policymakers and practitioners, who should also offer the necessary tools and assistance to do so.

This study offers a valuable addition to the previously published works on SKM and OCC within SMEs. It offers empirical data that highlights the significance of SKM and OCC in fostering strategic thinking, strategic orientation and ultimately, boosting entrepreneurial performance. The study also highlights the challenges faced by SMEs in implementing SKM and OCC and provides recommendations for overcoming these challenges.

Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in managing human resources (HR) in international businesses. The purpose of this paper is to understand how MNCs can successfully do business in India, with special reference to cross-cultural issues and management of HR.

In-depth interviews were conducted with executives working in MNCs and Indian MNCs based in India and abroad. Respondents were senior professionals, working in diverse sectors and had global work experience for about five years. Majority of the interviews were conducted in Delhi and some were conducted in Singapore. Interviews responses were qualitatively analysed.

Findings reveal that MNCs wanting to do business in India need to have a long-term business focus, a well-defined expatriate policy and deep pockets to experience growth and payoffs on investments. In order to be successful, they need to understand India culturally and geographically, build trusting relationships with HCNs, partner with local players who are familiar with domestic challenges and localize the best practices of the west. Attrition and retention being the major challenges in India, compensation alone is not enough to attract and retain talent. Understanding Indian psyche and offering individuals a unique value proposition such as challenging roles and professional growth is imperative for creating an attractive employer brand in order to win the war for talent.

Though sample size is small, this research has implications for MNCs operating in India or planning to set up Indian operations.

Inferences have been drawn out of primary data collected from senior executives who were handling core MNC operations and sharing their wealth of experience. The findings give fresh insights into the whole issues of MNC management involving cross-cultural and HR issues.

The purpose of this paper is to fabricate an ethanol sensor which has bio-friendly and eco-friendly properties compared to the commercially available ethanol sensors.

This paper describes the construction of a highly sensitive ethanol sensor with low ppm level detection at room temperature by integrating three techniques. The first deals with the formation of organic/inorganic p-n heterojunction. Second, tuning of structural parameters such as length, diameter and density of Zinc Oxide (ZnO) nanostructure was achieved through introduction of the Fe dopant into a pure ZnO seed layer. Furthermore, ultra-violet (UV) light photoactivation approach was used for enhancing the sensing performance of the fabricated sensors. Four different sensors were fabricated by combing the above approaches. The structural, morphological, optical and material compositions were characterized using different characterization techniques. Sensing behavior of the fabricated sensors toward ethanol was experimented at room temperature with and without UV illumination combined with stability studies. It was observed that all the fabricated sensors showed enhanced sensing performance for 10 ppm of ethanol. In specific, FNZ (Fe-doped ZnO seeded Ni-doped Zn nanorods) sensor exhibited a higher response at 2.2 and 13.5 s for 5 ppm and 100 ppm of ethanol with UV light illumination at room temperature, respectively. The photoactivated FNZ sensor showed quick response and speedy recovery at 18 and 30 s, respectively, for 100 ppm ethanol.

In this study, the authors have experimentally analyzed the effect of Fe (in ZnO seed layer and ZnO NRs) and Ni (in ZnO NRs) dopants in the room temperature sensing performance (with and without UV light) of the fabricated ethanol sensors. Important sensing parameters like sensitivity, recovery and response time of all the fabricated sensors are reported.

The Fe doped ZnO seeded Ni doped Zn nanorods (FNZ sample) showed a higher response at 2.2 s and 13.5 s for very low 5 ppm and 10 ppm of ethanol at room temperature under UV light illumination when compared to the other fabricated sensors in this paper. Similarly, this sensor also had quick response (18 s) and speedy recovery (30 s) for 100 ppm ethanol.