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In this research, the emphasis is multifold. First objective is to study differences amongst India's Make-in-India, Germany's Industry 4.0 and China's Made-in-China 2025 on a macro level. Second objective is to identify where does individual industry segment out of the five broad segments (prioritized by Make-in-India initiative) represented by ten firms in India stand in terms of adoption of Industry 4.0 technologies. Third objective is to identify key barriers for each of these five industry segments. Finally, socio-technical interventions are also proposed aimed at faster adoption of Industry 4.0 technologies.

A mixed methodological approach is followed to achieve the research objectives. First, for the macro-level comparison of three pertinent countries, extant research and industry literature have been relied upon. Thereafter, at a micro level, inputs from experts belonging to focal sectors are included in this study to ascertain the current level of readiness of adoption of Industry 4.0 technologies and the barriers to adoption. Finally, the authors argue for and propose some socio-technical interventions that are aimed at mitigation of barriers for adoption of Industry 4.0 technologies.

It has been ascertained that amongst the ten firms (two each from given focal sectors) considered in the study, the automotive and the software firm are perhaps best placed to adopt the Industry 4.0 technology, while the infrastructure project management firm is least ready for Industry 4.0 technologies. The common barriers to adoption of Industry 4.0 technologies, as elaborated by experts belonging to each of the ten firms, are also identified. These three commons barriers are resistance to change, unclear economic benefits and problems related to coordination and collaboration.

The study is one of first attempts to understand the nuances related to technology readiness across focal industries pertaining to the Make-in-India initiative and Industry 4.0. The study furthers the extant understanding of common and distinct barriers across industries. Employing the soft-systems methodology, the study advocates for a number of socio-technical interventions pertaining to establishment of e-skill ecosystem, community learning clusters and sector-focussed skill acquisition and augmentation. Since the study considers only two firms corresponding to each of the five focal sectors, including more firms across industries could have resulted in further validation of study as well.

Contrasting the initiatives of the three countries results in identification of different thematic focus of the respective initiatives. While India's Make-in-India initiative has a strong social dimension, Germany's Industry 4.0 and Made-in-China 2025 have key objective related to integration of cyber-physical systems and to graduate to innovation-driven country, respectively. Further, analysis on the technology readiness for adoption of Industry 4.0 technologies based on the respective experts' assessment results in understanding of the underlying barriers.

Adopting the soft-systems perspective linking nuances of stakeholders, socio-technical systems and socio-economic characteristics results in several propositions to further the social objectives of India's Make-in-India initiative. These propositions advocate for pathways in which extant strengths in terms of technology, people and existing socio-technical structures can be brought together to cater to the requirements related to employability and skill augmentation of new as well as existing workforce.

Extant research literature is primarily focussed on certain specific topics within Industry 4.0 implementation and is mainly based on conceptual or theoretical basis. From a practitioners' perspective, only a few empirical papers could be found that too are typically focussed on single case studies resulting from pilot applications of Industry 4.0. However, such papers have not examined the broad implications of Industry 4.0 in terms of differences between key countries' manufacturing initiatives, readiness of key sectors, sectoral barriers and accompanying policy-level implications associated with implementation of Industry 4.0. Thus, the objective of this research is to abridge these research gaps.

Central theme: The present chapter discusses the integration of data science methods in devising economic policies in different countries with special reference to India.

Purpose: It explains how the policy-making process in countries can be transformed from estimate-based policies to evidence-based policies with the help of techniques such as artificial intelligence (AI), big data, and data analytics. It answers the research question of whether the data science techniques can make the economic policy process efficient or not in developing countries like India.

Research methodology: Data are collected from secondary sources such as government websites, journals, corporate reports, and research databases to conduct this descriptive analysis. Research papers from Scopus/Web of Science (WoS) database are extracted, and exclusion/inclusion criteria are applied for extracting papers relevant to this research.

Findings: The chapter found out various opportunities which India can tap by gaining new insights on critical macroeconomic issues such as unemployment, labour markets, and water crises and would be able to resolve the problems with the help of predictive modelling. The findings exhibit the possibility of building models that could explain how to integrate data science techniques into the policy-making process. It also highlights the challenges that Indian economy is facing in incorporating these techniques in its policy-making process. It states the need to design different evaluation schemes based on information and communication technology (ICT) and data science for different policies, since one methodology does not suit all.

The study explores the evolution of Indian domestic electronics manufacturing post-economic reforms and also investigates the lack of natural growth stages among Indian start-up/SME electronics manufactures.

The theoretical framework is inspired by Dawar and Frost's survival strategy theory that local companies may follow to overcome competitive threats from MNCs. The study adopts a qualitative methodology, more precisely, a phenomenological approach to walking through policy/regulatory reforms amid market distortions, technological gaps and colonial mindset from the perspective of Indian domestic electronics manufacturers. The study has adopted Gioia method of data analysis to inductively suggest a few research propositions.

The phenomenological approach revealed eight essential structure (essence) narratives to explore the complex issue that plague the industry: make in India, made in India, preferential market access strategy, equitable market access strategy, blue ocean strategy, competitive positioning strategy, technical capability and importance of policy/regulatory arbitrage.

The situation of Indian electronics manufacturing units is comparable to the bonsai tree situation, where natural evolution in business stages does not exist; they are born and die as start-ups/MSMEs. The study advocates for equitable market access by removing market distortions. The long-term solution may lie in making available locally manufactured products as a dependable alternative to the imported products or produced locally by MNC OEMs in terms of cost, quality, technology, volume, after-sale service and integrated supply chain.

While the favorable FDI policies, digital India and make-in India initiatives have strengthened domestic electronics production, it is yet to significantly impact India's position in global trade, including manufacturing and exports.

Caste is the basic structural feature of Hindu society; all social scientists are agreed on this. Since Hinduism is generally recognised to be as much a social system as a religion, its social framework embodying caste rituals has governed the lives of the majority of Indians for hundreds of years. Having deep roots in tradition and enjoying sanction in all religious literature belonging to the pre‐British era, caste has been the dominant principle of social organisation since ancient times. In fact, barring the recent past, Hinduism has always been identified in the minds of most Indians with caste observances. Writes R.C. Zaehner: “…until a century or so ago the acceptance of the caste system was considered by the orthodox to be the sole effective criterion of whether one was or was not a Hindu. In matters of belief it mattered not at all whether one believed in one god or many, or not at all, nor did it much matter on how one interpreted ‘liberation’ or whether one rejected it outright so long as one fulfilled the duties prescribed for one's caste.”

The subject areas are strategic management, international marketing business-to-business marketing.

The study is applicable to undergraduate and postgraduate courses.

Dalmec Industries Manipulators India Pvt. Ltd. was incorporated in 2011 as a private limited company under the Companies Act, 1956. The company was formed to carry on importing machinery and distributing it to the clients. This case focuses on the dilemma faced by the company: whether it should establish a manufacturing unit in India or continue with the current operation procedures. Dalmec has faced various problems in India regarding local players, low-cost material handling equipment and the nascent stage of material handling industry. In Europe and the Middle East, the industries are more focused on safety standards and provide high quality material handling products to their workers, compared to the Indian industries. As local players in material handling sectors price their product very low, to compete with them with quality products is a major challenge for foreign companies. The company needed to build a strong and unique brand for non-European markets. In India, the material handling equipment market is crowded with local players. So, Dalmec needs to establish its reputation as a reliable partner and create a distinct identity. It has to create brand awareness among Indian companies and influence the decision makers of the corporates. The case discusses the impact of Make in India campaign on Dalmec and examines whether the Make in India initiative will prove helpful to Dalmec.

This study enables to familiarize students with the expansion strategy of a company; help students understand the international market entry strategies frequently used by multinationals to expand their business.; examine the feasibility of entering into emerging markets like India; and make students understand the relevance of the Make in India campaign for foreign corporate players.

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 11: Strategy.

Purpose: The study aims to extract insights into five significant industries, pharmaceutical, space, defence, renewal energy, and information technology (IT), which have huge potential to make India achieving a five trillion-dollar economy in the future.

Design/methodology/approach: The authors focus on future-driven industries which are not only making India a third highest gross domestic product (GDP) producer country but also reviewing the different aspects of these industries and how they can assist India in achieving a five trillion-dollar economies along with determining India’s self-reliance through different governments initiatives in this direction.

Findings: The findings highlight the importance of inclusiveness of policymakers, stakeholders, private players, foreign investors, and the masses. Their significant contributions especially in the pharmaceutical, space, defence, renewal energy, and IT sectors in terms of creativities, innovations, intellect, executions, implementations, and improvements can assist India in achieving its five trillion-dollars economy soon.

Practical implications: This study offers (1) convincing insights into five key industries, pharmaceutical, space, defence, renewal energy, and IT, which have huge potential to increase total GDP volume shortly and (2) the investment areas for the masses where they can see their world not only self-reliant but also will see huge growth in their invested amount in these industries in future.

Originality/value: The insights of five key industries, pharmaceutical, space, defence, renewal energy, and IT, highlight that India has the potential to achieve a five trillion-dollar economy in the future; however, it does not ignore the significant contribution of other industries in making of total GDP.

1. To understand the importance of creating and implementing a vision for enhancing gender diversity and inclusion relevant to the manufacturing and engineering sector in an emerging market.

2. To develop insights into the vision and characteristics of an inclusive leader.

3. To evaluate the strategies and organizational levers that created and nurtured a climate of gender diversity and inclusion in Cummins India.

4. To identify organizational levers that will enable the sustenance and institutionalization of a climate of inclusion.

This case study traces a 16-year journey of diversity and inclusion at Cummins India, a subsidiary of the Fortune 500 manufacturing organization Cummins Inc. headquartered in the US. Initially spearheaded by Anant Talaulicar, and then continued by Ashwath Ram, gender D&I initiative at Cummins India has made significant strides. Talaulicar had an opportunity to immerse himself in the ethos of the parent company before joining the Indian subsidiary.

In India during the early 2000s the external environment was characterized by rapid technological and regulatory changes and increasing complexity. To make matters more difficult, the internal culture was steeped in a traditional manufacturing mindset marked by dismal female participation rate and an over-representation of locals with similar beliefs and value systems.

Given the mammoth task already taken up by Talaulicar by improving the diversity numbers from 3% to 33%, Ram had big shoes to fill. On one hand, he had to drive the business amidst uncertain market conditions; on the other hand, he had to carry on a legacy. Given that he himself had a lived experience of Cummins global values, he knew D&I was an integral part of the Cummins way of life. His familiarity with the socio-cultural challenges of the country coupled with his drive to continue and rejuvenate the D&I agenda, brought some interesting, yet challenging, questions for him. With the internal and external pressures looming large before him, could he institutionalize a climate of inclusion that could serve as a strategic lever to place the company on the path of growth, vibrancy and economic prosperity?

Through qualitative research conducted by the authors, this case study brought out learnings pertaining to linkage of leadership in creating a climate of inclusion and expansion of talent diversity through a set of people strategies and HR practices. The contribution of this case study is primarily to theory and practice in the field of Human Resource Management, D&I as well as in developing inclusive leadership.

MBA programs and leadership development programs

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

Lifelong learning needs to be visualized as the milestone for generating a progressive and knowledge society. Because it is through lifelong learning that one can continuously upgrade one's knowledge and acquire the relevant skills for getting livelihood opportunities. Moreover, for ensuring a sustainable and advanced society in the 21st century industrial setup, people are desirous to receive a global form of learning as they tend to follow the principle, that is, “earning while learning”. In this context, the various types of online courses, Massive Open Online Courses (MOOCs) and Open Educational Resources (OERs) provide myriad opportunities to the people by introducing them to a global form of learning. Against this background, the introduction of MOOCs in India for providing lifelong learning opportunities might work in a big way. However, to what extent, can MOOCs promote the idea of lifelong learning in a vast country like India needs to be discussed in greater detail.

While writing the paper, descriptive research methodology has been used. The sources such as Report of Census 2011, Human Development Report 2016, 2018, Economic Survey 2016 are also consulted. Analysis has been done based on the data extracted from the secondary source of information.

The literature review made in the paper implies that the educational institutes across India may adopt some of the good national and international practices for transforming the society and produce some need-based MOOCs under the SWAYAM platform with regard to providing opportunities of lifelong learning. Thus, the courses run through SWAYAM should help in achieving the three cardinal principles of the Indian Education – access, equity and quality. However, there are many challenges to be met while the adoption and development of MOOCs for the purpose of lifelong learning in India are taken into consideration. The current modes and popularity of digitally offered education in India thus need to be justified.

The discussions made in the paper are limited to a reference to the Indian MOOCs particularly under SWAYAM, and it is a general study only.

It is important to note that a new kind of transformation is currently being initiated across the world by encouraging more and more online interventions in the field of education. In fact, various studies are also being conducted on the implementation of online courses across the world, particularly in the developed countries where more than 70% education is delivered online. However, in a country like India, the practical utility or the implementation of the online courses such as MOOCs is not so popular even at present, and it is only limited to a small section of the society. The University Grants Commission (UGC) with a view to promoting CBCS as well as Credit Transfer made 20% course delivery through MOOCs mandatory in Indian higher education. However, the CBCS system itself has several loopholes considered in the Indian context, as it was launched without sufficient ground work, and no one seems to have a clear idea of its implementation method. The UGC's move was to introduce a system of education that would help in bringing parity of Indian higher education with Western or European higher education systems. This paper shall try to imply how the Indian MOOCs should be used in providing lifelong learning opportunities to the people of the country.

This paper refers to a new social constructivism initiated through MOOCs, where a learner can directly interact with the people in the community, share their own ideas and thoughts and collectively undertake new researches. This is sure to transform the Indian society in the days to come, although a study on the usefulness of the existing MOOCs is of utmost necessity

This paper reiterates the necessity of a detailed study of the available MOOCs in India based on the findings of the common problems and challenges of MOOCs development and implementations that need to be resolved first. Then the paper provides an analysis of this situation so that one could develop or adopt a MOOC in order to meet one's need of lifelong learning in a country like India.

The purpose of this paper is to outline the marketing history of the Godrej Storwel steel cupboard before India’s economic liberalisation in 1991 to find possible reasons for the brand’s iconic status and strong presence in the Indian public memory.

The paper uses archival material, secondary sources and the idea of cultural branding to analyse the marketing strategies used at various points in the history of Godrej Storwel.

Godrej Storwel found cultural context in the two decades following India’s independence (1947) as a product that addressed the social and economic anxieties of the country, as well as embodied its aspirations at the time. In the following decades up to 1991, the product did not find similar cultural resonance with its consumers.

The unavailability of sales records of the Godrej steel cupboards meant that certain conclusions could not be made concrete.

Because Godrej Storwel has had such a long lifespan, it serves as a useful medium through which changing trends in marketing in India can be viewed. The paper is a good point of reference for those researching the steel industry, storage product histories and marketing in India and could encourage corporates to archive their histories.

While a lot of nostalgia surrounds the Godrej Storwel in India, this is the first work that attempts to place the product and its marketing strategies in the context of Indian industry, culture and consumption.

Stable high growth in the service sector has made India free from the stigma of slow and steady ‘Hindu rate of growth’ of about 3.5% per annum during the first three decades of independence. Service-led growth has placed India among the top performing giant economies in the world. India is now a 3 trillion USD (United States Dollar) economy in terms of Nominal GDP (IMF, 2020). Under this milieu, the chapter aims to examine whether the growth in the service sector in India is inclusive or not. The observations of the study have shown that the service sector has been growing at fast pace compared to the other two sectors, which makes the system into jobless status. The sectoral contribution of service sector to the GDP is increasing after the new economic reform of 1990, but the employment contribution is going down. So the country is now in the grip of ‘jobless’ growth, and the grip is strengthening because of some structural issues such as changes in consumers’ demand with rising per capita income. Further deepening of finance capital in the savings sphere of service sector has made the wide disconnect between the real economic activity and growth of finance capital. Revival of high linkage sectors with higher potential for employment growth, such as agriculture and manufacturing, can be game changer towards the goal of inclusiveness.