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This paper integrates research on quiet quitting (a mindset where employees restrict their efforts to their job description) and organizational learning (OL) to illustrate how quiet quitting challenges the sub-processes of OL.

By integrating the existing literature on quiet quitting and OL, this paper identifies and maps the challenges of quiet quitting to the sub-processes of OL, namely, intuiting, interpreting, integrating, and institutionalizing within the 4I framework of Crossan et al. (1999).

This paper conceptually establishes that quiet quitting undermines employees’ cognitive efforts and weakens employees’ contribution to team discussions. Further, quiet quitting undermines suggestion sharing and creates a reluctance to share knowledge, undermining OL.

The paper provides actionable strategies for managers to tackle the challenges of quiet quitting on OL.

To the best of the authors' knowledge, this study is amongst the first to illustrate the challenges of quiet quitting on OL.

This study aims to explore and analyze the application of blockchain technology (BKCT) in agrifood supply chain management (AFSM).

A systematic literature review (SLR) using Scopus, Emerald and Web of Science covering publications from 2016 to 2021 (till June). Out of 429 papers, 89 papers were shortlisted from journals based on citation analysis. The citation analysis was followed by a content analysis was for an in-depth analysis.

Regarding the application of BKCT in the agrifood supply chain, the study highlights the issue of food safety, traceability, transparency, eliminating intermediaries and integrating Internet of things (IoT) with BKCT as prominent applications in the agrifood sector. The study also uses the case of honey supply chain to use the explored applications in the agrifood sector and provides a traceability solution based on blockchain integrated with IoT. The challenges of BKCT as identified in the study are scalability, privacy, security, lack of regulations and lack of skills and training.

The review considers only academic papers obtained from specific databases with their relevance based on number of citations.

The study contributes to filling the existing research gap through this SLR on the application of BKCT in AFSCM. The content analysis further assists in exploring the benefits and challenges of BKCT in the agrifood sector. Thus, the academic articles selected aid in this process.

After completion of the case study, the students will be able to[1] review the industry analysis using Porter’s five forces and strength, weakness, opportunities, threats framework and understand how a firm can achieve a competitive advantage, analyze the stakeholder theory and the salience of stakeholder mapping for enterprises with large number of stakeholders, apply the Mendelow framework of stakeholder mapping in this context and integrate it with stakeholder engagement for small enterprises and examine and evaluate how new age enterprises can engage better with stakeholders to provide a higher value creation.

Ayushi Srivastava started her enterprise, Beeyond Foods, in early 2021 with the aim to provide unadulterated, raw honey to consumers. She also wanted to help the beekeeping community by providing the beekeepers with a fair price for the procurement of honey from the bee hives. Beeyond Foods was a small enterprise in India that sold two variants of honey to consumers. The first variant was sourced from the Himalayan region of India, whereas the second was sourced from the Western Ghats of India. The primary distribution channel was trade fairs, where Srivastava would assemble her stall and sell honey to potential customers. Furthermore, a part of the sales was also driven by an electronic channel, which was through the company website. Customers could place their orders, and the honey would directly be delivered to their homes. With a successful start to the business, Srivastava was interested to scale her business and reach more customers. However, she was mindful that there were multiple stakeholders involved in the business. Srivastava had to study the values and needs of each stakeholder, while simultaneously formulate a strategy to expand her reach. This case study is designed to teach the concept of stakeholder value creation for small business enterprises.

This case study is well suited for an entrepreneurship and strategy course at the postgraduate (Master of Business Administration) level. This case study can also be taught in a marketing course.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.