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Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf

First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets.

The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization.

This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence.

CSS: 10: Public Sector Management.

International business and strategy, strategies in emerging markets.

This case can be used in undergraduate, graduate and executive education courses in international business, strategy management and strategies in emerging markets. Further, the case may also be useful to teach sub-topics such as fit between external opportunities and internal strengths (resources and capabilities) and new business model challenges.

Robert Bosch Engineering and Business Solutions (hereafter referred as RBEI) had been chosen by the Management of Bosch in India to engage in the Government of India (GoI) Smart City Business Opportunity. Dhiraj Wali, Vice President RBEI and the present head of RBEI Smart City Projects (RBEI/SCP) over the past few years had been prospecting the non-Bosch clients especially the GoI clients for RBEI. He understood the implications of this big-ticket business opportunity for RBEI. At the same time, he was worried about the complications involved in such large projects, how should RBEI position itself to make the most of this significant business opportunity?

The dynamics and internal challenges of an established captive division of a multinational (i.e. Bosch) venturing into business transactions with non-captive (i.e. non-Bosch) especially government sector clients. The new business opportunities facing a multinational in emerging markets such as India. Understanding the GoI Smart City Mission and its big-ticket business opportunity. To show how the captive units of MNC evolve over the years of operation leveraging, the competencies gained to succeed in the marketplace. The reasons for this range from internal needs to increase the gains from the past investments to exploiting the external business prospects available resulting in both new opportunities for specialization and customers.

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 5: International Business.

The learning outcomes of this study are as follows:

Teaching Objective 1: Students will describe specific characteristics of the rural market in India and will draw out the differences vis-a-vis the urban markets.

Teaching Objective 2: Students will describe about the push versus pull strategy and various channels of distribution in rural areas.

Teaching Objective 3: The students will explain the 4As of the rural marketing mix and apply the same in the context of the case.

Teaching Objective 4: The case can be applied with respect to the health-belief model to help students analyse the behaviour change model.

Teaching Objective 5: Students will analyse the challenges associated with supply chain and logistics in rural areas.

This case study looked at a start-up company Rugved Hygienecare Industries Private Limited and their sanitary napkin brand “Abolee” designed and targeted for rural women in India. Onkar Charegaonkar and Mithila Charegaonkar started this venture in December 2017, realizing that sanitary napkins solved a greater purpose of helping women hygienically manage menstruation, and at the same time, there was no threat to this product because over a period of time, it became a necessity of life. Onkar and Mithila believed in giving back to the society and at the same time generate revenue for their company. Onkar and Mithila needed to make a decision with respect to the distribution structure for Abolee to improve penetration in different rural areas of Maharashtra. Onkar and Mithila needed to strategize to create a remarkable impact in the rural areas. There were multiple challenges that were faced by Abolee, such as: creating awareness about hygienically managing menstruation options among women, ensuring that women consumers continue to use hygienic menstruation management material, creating a preference for Abolee among women consumers and deciding on whether to focus on driving sales through existing channel partners or to invest in finding out alternative avenues for selling “Abolee” in rural areas.

This case study was primarily written for understanding rural marketing aspects of marketing management courses at both the undergraduate level and the postgraduate level. This case study also indicated about the role of gender and its impact on consumer behaviour in rural areas. Although this case study was related to the rural Indian market, it can also be related to other emerging economies.

Teaching notes are available for educators only.

CSS8: Marketing.

AutoDx Case narrates an exciting story of how organizations in one industry (buyers, suppliers, and suppliers of suppliers), who fiercely compete with each other in the marketplace, collaborated to develop an online platform which would bring in significant efficiency in the system and benefit all the players. The case shows that first attempt to develop such a platform failed in the late 90s. However, similar attempt, later on, was inching towards success. That shows the impact of timing of technology and Shared Beliefs. While Case A narrates the problems faced by a few managers and needs for autoDx, Case B details how the project became successful and was under the process of adoption by various organizations.