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Organizational ethics and related issues.

Graduate course on Strategic Human Resource Management and specialization courses in Banking.

This case details the account of a human resources (HR) manager of a multinational bank in India who “used” his position to bring on board his cronies to secure his position and utilize the inherent powers in the position to further his own ends. The case elaborates how the Manager HR went about his job soon after taking over and the consequences this had on the Indian operations and the morale of officers. The case requires the students to analyze and suggest ways in which this organization can prevent such occurrences in future.

The primary learning objective is to help the student understand the significance of organizational ethics values and react to issues arising from dealing with unethical practices. It will also make them aware of what can happen if systems are deliberately flouted and reporting protocol relating to information flows are ignored. Specifically, it will help them to select the right people, who are aware of the culture of the organization and what this culture implies in terms of working ethically. Communicate the working standards expected of its employees, especially newly trained ones. Analyze the challenges an employee can face when he or she tries to do things in the organization which are not ethical. Evaluate the different ways in which errant employees should be handled.

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

Strategic innovation through the deployment of a sophisticated collection of information systems and technologies to help accomplish financial inclusion for the urban poor.

This case is suitable for graduate courses on strategic planning and innovation.

Janalakshmi Financial Services (JFS) is a microfinance company that seeks to serve the financial service needs of the urban poor, a market segment with huge growthpotential. This operation involves large numbers of cash transactions making effective control mechanisms necessary. However, small margins make an innovative strategy necessary. JFS states that information technology (IT) is its DNA. The way in which the leadership team used a variety of ITsolutions to create an integrated set of well managed operations provides a very useful lesson in managing the process of strategic innovation.

The primary learning objective is to help the student understand the impact of strategic innovation through the use of information systems and technologies. This is achieved by helping the student to: connect the abilities provided by information technology to the social objective of financial inclusion; understand what financial inclusion means to the urban poor and how this segment differs from other microfinance and banking segments; assess the approach (related to organizational design as well as systems) JFS has employed to accomplish the objective of financial inclusion among the urban poor in India; analyse the systems and processes JFS has used to deliver services to its target market while making processes more transparent and efficient at JFS; and assess the risks to which JFS is exposed throughits business activity as well as the use of information technology.

Teaching notes are available; please consult your librarian for access.

Examines issues related to the successes and failures of Internet businesses. Recent literature has stressed the value of microeconomic models of markets to analyze e‐business models and strategy. The concepts of transaction costs, switching costs, network externalities and product versioning are especially useful in understanding business strategy in the new information economy. These concepts are reviewed and analyzed. A deeper assessment of Internet‐based businesses, both successes and failures, reveals a number of other constructs that are relevant for analysis, viz. infrastructure investment models, user experience models and models of revenue generation. These constructs reveal the inherent complexity of the electronic medium for conducting business and point to the subtle issues that determine success or failure. Case studies and examples are used to illustrate the usefulness of these constructs.

Discusses the use of intranet technology within business and academic institutions. Presents the CLASIC model, a layered application model to plan, design, develop and implement systems intended to support collaborative activities in an organization using intranet capabilities. Discusses how the model can be adapted to one type of institution in an academic context. Provides a framework to assist planners as they contemplate the use of the intranet and identifies the issues faced when attempting to implement the CLASIC model. Suggests strategies and provides a basis to plan for changes in organizations.

To introduce the special issue on organizational transformation and e‐business implementation.

Provides a brief review of the papers within the issue.

The organization transformation brought on by the internet and the adoption of e‐business approaches are fertile ground for continuing work. Virtually, all aspects of the structure and process within the organization are affected.

Provides a summary of the perspectives considered within the issue.