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The colonially imposed, exploitive, narrow meanings of gendered nurturing have limited how we as Indigenous Ubuntu discourse and dialogue about our contextually diverse, dynamic, and sometimes contradictory meanings about our experiences of being other-mothered and other-fathered (Mucina, 2018; Wane, 2000). In an effort to theorize these Ubuntu experiences of educational leadership beyond my own limited masculine understandings, I center an African intersectional feminist perspective. This theorizing perspective helps me to understand more fulsomely the political leadership women continue to offer in our Ubuntu nations, communities, and families. In this chapter, I want to share three stories about being mothered by my sister-cousin, being community-mothered across ethic identities, and how I am currently being fathered by my father's sister. I want to contend as fraught as it may be that the oratures (stories) I share convey and communicate our understanding of nurturing beyond procreation, which is an important aspect of Ubuntu educational leadership. For example, the orature (story) that I will share about female-fathering offers evidence, which challenges the binary of fathering as a set gendered activity. I also view the telling of these Indigenous Ubuntu stories as an act of creating what Shiv Visvanathan (2016) identified as making space for “cognitive justice.” For me, this means moving our Ubuntu knowledges from the colonially created margins to the shared center of diverse multiple knowledges.

The purpose of this study is to identify the consumption intention of Baba Nyonya Peranakan ethnic food among the youth generation by examining the effect of media influence and curiosity.

A causal study through the quantitative method is applied. This study focused on the youth generation, and a total of 219 valid responses were used for hypothesis testing using Statistical Package for Social Sciences and SmartPLS software. Purposive sampling, under non-probability sampling, was used. The data were collected through an online survey. The survey link was disseminated mainly on social media groups.

All of the hypotheses were found to be statistically significant. Media influence was found to directly and indirectly influence the consumption intention of Baba Nyonya ethnic food through attitude and curiosity. The involved stakeholders could also be more alert and improve the strategic planning based on the research finding that can stimulate more interest among consumers, benefiting the national gastronomy heritage tourism development.

The integration of biculturalism is rooted in knowledge about food, media coverage about food and food for social events that influence the formation of national food identity. Baba Nyonya food brings a unique identity with mixed heritage and culture, combined ingredients and recipes between two majority races of Malay and Chinese. However, exposure to ethnic food is lacking and causes the youth generation to unaware and not interested to try ethnic food. This study initiates to examine the effect of media influence and curiosity as food promotion via social media potentially to influence and lead to increased consumption of ethnic food.

Marketing Management, Product & Brand Management, Entrepreneurship.

This case can be taught effectively to MBA/BBA students as part of Marketing Management, Product & Brand Management, Entrepreneurship.

The case talks about the marketing mix strategy of India’s fastest growing fast moving consumer goods (FMCGs) brand Patanjali, with a tremendous revenue growth rate of 100 per cent for the past five years, leaving major FMCG companies insomniac. Patanjali Ayurved Limited riding on Baba Ramdev’s brand equity positioned itself as an authentic Ayurved brand with ancient Indian roots. Patanjali’s product line ranges from healthcare, personal care, home care, to food and more. Patanjali’s products were priced 10-40 per cent lower than that of its competitors. Run by franchisees, Patanjali had a three-tier distribution system. These included Patanjali Chikitsalayas which were franchise dispensaries and clinics along with doctors, Patanjali Arogya Kendra which were health and wellness centres and Swadeshi Kendra, non-medicine outlets. The company has 15,000 exclusive outlets across India and plans to grow to 1,00,000 exclusive outlets by 2020. Patanjali amazed the world by achieving phenomenal success without spending much on advertising in its nascent stage. Recently Patanjali adopted the multinational corporation (MNC) style of advertising by hiring two top advertising agencies McCann and DDB Mudra to prepare the company for the next phase of growth. Patanjali diversified into various segments of the market, ranging from FMCG products, Ayurvedic medicines, Ayurvedic hospitals and a medical college. Patanjali plans to enter various categories of products including the beauty products segment to compete with major MNCs, the baby care segment to compete with Johnson & Johnson, and the sports segment to compete with Nike and Adidas. Patanjali as a brand has a strong positioning in the minds of consumers as a natural and Ayurvedic brand. Will Patanjali’s foray into so many diversified segments lead to a brand extension trap and confused positioning? Because Patanjali as a brand, solely rides on Baba Ramdev’s image, if Baba Ramdev ever finds himself at the centre of a controversy, will Patanjali’s brand equity take a hit? Will it affect the brand Patanjali? Even if Baba Ramdev does not get into any controversy, what will happen to the brand Patanjali when Baba Ramdev is no more? Who should be the next face of Patanjali? Can the brand survive without a face?

The case is designed to enable students to understand the following key learning points: The concept of marketing mix. Product mix, Promotion mix branding (especially “Person as a Brand”), customer-based brand equity (CBBE) model or brand resonance pyramid.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.

The 2008‐2009 global crisis was not only a financial calamity, but also a major ethical disaster. The purpose of this paper is to discuss the dharmic transgressions that took place in connection with the crisis using the philosophy of Bhagavan Sri Sathya Sai Baba, a world spiritual leader and teacher.

The paper initially gives a brief overview of the unfolding crisis, its devastation of the world economy and a review of related literature. The paper then outlines the concept of dharma which, as expounded by Bhagavan Baba, must ultimately result in social welfare. The paper goes on to analyze the factors that created, triggered and fuelled the crisis from this perspective. The paper also outlines solutions based on Baba's philosophy to prevent such a crisis from occurring in the future.

The fundamental finding of the paper is that the global financial crisis was triggered and fuelled by factors which were transgressions of dharma. Thus, the solution to prevent such a crisis is adherence to dharma.

The paper gives several recommendations to investors, institutions and regulators to act in a way to prevent such crises in the future.

If the principles of dharma are adhered to, they will not only prevent occurrence of financial crises, but will also make the financial system work for the welfare of the entire society.

The paper shows the relevance of the teachings of Bhagavan Baba which are quintessentially the philosophy of “Sanathana Dharma” (eternal dharma) in solving current economic problems and contributing to social welfare.

There had been many pieces of research on international expansion approaches, and they continued to grow. However, research about the firms belonging to emerging nations and that went global were still in the early stages. It had been argued that most theories on international expansion had focused on explaining the internationalization of large firms, majorly originating in developed countries. This case study offers an intriguing reading about an Indian MNC, successfully entering the developed markets and competing thereof amidst tough and complex world. Moreover, the leaders like Baba Kalyani met the stiff challenge from complexities and disruption successfully through entrepreneurial mindset. The case study offers insights into “Creating Value Through Entrepreneurial Leadership Framework”.

The case study has been developed through secondary data sources. The published online resources, the firm's annual reports formed the basis of the research work. Author accessed online news articles, auto component industry experts' views and reports from global consultancy firms, and auto industry body such as SIAM (Society of Indian Automobile Manufacturers) reports helped the research. The views and interviews by promoters of the company are available online for deeper insights and analysis.

An Indian multinational, Bharat Forge Limited (BFL), was a shining example of achieving global manufacturing standards through perseverance and entrepreneurial leadership. For more than the past four decades, BFL faced complexities, uncertainties and disruptions multiple times, and every time, the business world saw a resurgent company, Bharat Forge. The company achieved growth through diversification, related and unrelated, acquisition, product innovation, portfolio expansion and expansion in domestic and global development. Competitive market, economic slowdown, innovation and technology disruption had not deterred BFL from growing into a worldwide auto component giant. BFL overcame all hurdles with grit and enterprise. It achieved a paradigm shift with over half the revenue from non-automotive sectors such as defence, electric vehicle components, e-mobility, power electronics and aluminium light-weighting.

This case is planned for MBA students, primarily in the second half of the course curriculum. It can be executed in marketing, strategic marketing and strategic management courses. The conceptual framework pertaining to corporate strategy, global expansion, diversification, product development, innovation, disruption, market development and entrepreneurial leadership can be taught through the case. The case is suitable for MBA executive students as well, in courses mentioned above in addition to courses such as strategic leadership.

The purpose of this paper is to show the limitations and inadequacies of the “Homo Economicus” model of human behaviour in terms of promoting human development and to outline directions for economics to promote “true human development”.

The paper first discusses the concept of “Homo Economicus” and the criticisms of this model. It then explains the ladder of human development as propounded by Bhagawan Sri Sathya Sai Baba. The paper compares the “Homo Economicus” model with this ladder of human development. The economic philosophy of Bhagawan Sri Sathya Sai Baba is then explained to show the proper way ahead. Finally the paper gives future directions for economics to aid in “true human development”.

The paper finds that the “Homo Economicus” model of human behaviour is inadequate and needs to be substituted with a broader framework. The economic philosophy of Bhagawan Sri Sathya Sai Baba gives clear directions to develop this broader framework.

The paper has practical implications in terms of understanding human development in the proper perspective and the steps that must be taken to move in this direction.

The paper compares the “Homo Economicus” model with the ladder of human development as outlined by Bhagawan Sri Sathya Sai Baba. The paper is also original because it gives future directions based on the economic philosophy of Bhagawan Sri Sathya Sai Baba.

This paper addresses the problem of access in ethnographic research from a learning theory perspective. It extends a recent symbolic interactionist approach to the problem (Harrington, 2003) by conceptualizing access as a process of ‘legitimate peripheral participation’, broadly understood as the processes that enable ‘newcomers’ to become part of the sociocultural practices of a community (Lave & Wenger, 1991). I present evidence from my journey of gaining access to three social structures of a group of heroin addicts in India: a non-governmental organization (NGO), a small group of ‘brothers’, and a friendship with a key informant. Using this evidence, I argue that the ethnographer negotiates identity roles, acquires an understanding of the ‘rules’ of interaction, and engages in educative processes that make him or her a legitimate peripheral participant.

This paper outlines a multi-level conceptual framework of industry–university (I–U) intellectual property (IP) relationships to understand efforts to commercialize university discoveries by considering how the parties to deals make sense of their interactions. Institutional, sectoral, and organizational levels frame interactions around any single deal, shaping participants’ sometimes divergent views. The complex dynamics of interactions between the parties and between and among levels mean that details and nuances will be vital. Commentaries by Maryann Feldman and Marietta Baba provide detailed insights on universities (Feldman) and industry (Baba) that enrich and corroborate the multi-level model. Directions for further research and policy implications in this important emerging area are suggested.

This study aims to propose a systematic way of evaluating the impact of historic and current interventions on cultural asset values of monuments that have preserved their authentic functions so that future interventions can be better guided.

The study focuses on the Mosque typology. The case studies are chosen from a region that has a rich historic background, but has generally undergone rapid urbanization and faces extensive restorations today. Conventional site survey, archive and historical research and visual analysis are made, but the evaluation process has been designed. As a result, scale and intensity of interventions and disasters and the vulnerability of the monument should be identified for each period of the asset. Variations in the intensity of esthetic or historic qualities and the environmental settings should be credited, rather than the utilitarian necessities.

Mosques and their environs are most vulnerable in terms of their architectural authenticity and site aesthetics.

The objects studied in the previous studies present a variation, but the majority of the work is carried out with conventional evaluation methods with the emphasis on building scale. However, the mosques are affected by the interventions and disasters, not only as single architectural entities but also as the focal elements of their neighborhoods. So, the intervention-value relations should be understood both for building and site scales. An evaluation process is proposed for understanding the change of values with respect to interventions and disasters throughout history by combining qualitative and quantitative techniques.

The paper aims to discuss the management of financial market scandals using two different approaches – regulatory and values‐based.

The paper discusses the motivations behind financial scandals to occur and then explains in detail both the approaches. The paper first presents the elements of the regulatory approach. Using the teachings of Bhagavan Sri Sathya Sai Baba, the values‐based approach are delineated. The paper also compares the two approaches and identifies their respective utilities.

While both the regulatory and values based approaches have their own utilities; stressing the values‐based approach helps with preventing financial scandals on a sustainable basis.

The practical implication is that it is necessary to stress the evocation of human values among investors and capital market intermediaries so that scandals can be avoided.

The social implication of the paper is that values evocation is very important to tackle the behavioural motivations behind financial scandals. Unless values are evoked, the root causes of financial scandals will not be removed. In such cases, regulation will have only a limited effect.

The paper uses the philosophy and teachings of Bhagavan Sri Sathya Sai Baba to develop value guidelines to prevent financial scandals.