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This study aims to examine which organisational and other factors can facilitate the adoption of artificial intelligence (AI) in Indian management institutes and their interrelationship.

To determine the factors influencing AI adoption, a synthesis-based examination of the literature was used. The interpretative structural modelling (ISM) method is used to determine the most effective factors among the identified ones and the inter-relationship among the factors, while the Decision-Making Trial and Evaluation Laboratory (DEMATEL) method is used to analyse the cause-and-effect relationships among the factors in a quantitative manner. The approaches used in the analysis aid in understanding the relationship among the factors affecting AI adoption in management institutes of India.

This study concludes that leadership support plays the most significant role in the adoption of AI in Indian management institutes. The results from the DEMATEL analysis also confirmed the findings from the ISM and Matrice d’ Impacts croises- multiplication applique and classment (MICMAC) analyses. Remarkably, no linkage factor (unstable one) was reported in the research. Leadership support, technological context, financial consideration, organizational context and human resource readiness are reported as independent factors.

This study provides a listing of the important factors affecting the adoption of AI in Indian management institutes with their structural relationships. The findings provide a deeper insight about AI adoption. The study's societal implications include the delivery of better outcomes by Indian management institutes.

According to the authors, this study is a one-of-a-kind effort that involves the synthesis of several validated models and frameworks and uncovers the key elements and their connections in the adoption of AI in Indian management institutes.

The purpose of this paper is to study the specifics of state management in the sphere of reproduction of the socio-professional structure of society.

This paper is based on the provisions of neo-Marxism; structural and functional approach, ideas of the concept of constructing the cultural senses, neo-institutional approach, theory of institutional matrices. The paper uses the provisions of the theory of “path-dependence,” in which the effect of institutional inertia of society and its influence on the management institutes are studied. During the research of the specifics of the Russian model of state management of the process of formation and development of professional and qualification potential of the country, the provisions of the concept of power-property are taken into account.

The authors note that ineffectiveness of state management in the sphere of formation and development of professional and qualification potential of the Russian society is predetermined by historically established institutes of management and organization of life, which are peculiar for authoritarianism, bureaucracy, principles of redistributive economy, domination of the institutes of power-property and underdevelopment of the institutes of the civil society. This problem could be solved by modernizing the national model of state management based on well-balanced interaction of the basic and complementary socio-cultural institutes, which could increase the effectiveness of management of complex social processes.

It is substantiated the main principles of the modern state regulation of the sphere of training of professional and qualification personnel should be as follows: strategic approach to management, partnership approach to managing education, investments into human capital, supporting the development of institutes of the civil society, debureaucratization of the system of management and formation of favorable legal and economic environment for development of entrepreneurship.

The purpose of this paper is to examine the impact and role of libraries of the Institutes of Management in India in their research output. The study is based on the seven point performance evaluation parameter, whereby each individual library has been ranked on the basis of aggregate performance against each individual parameter. Some of the key parameters evaluated, include, preference of resource procurement namely, electronic or print, utilisation of library budget towards the procurement of print and electronic resources, average fund utilisation on resource procurement against each published research article and average fund utilisation on resource procurement against each faculty member. Research output against each faculty member and various other similar aspects have been evaluated.

The study is limited to the management institutes of India, but the findings can be generalised to assess omit it the overall trend across the management institutes in general and India in particular. The study is based on 2016 ranking list of Institutes of Management in India, compiled and released by the Ministry of Human Resource and Development, Govt. of India for the period 2012-2013, 2013-2014 and 2014-2015.

From the data analysis, it emerged that almost three-fourth of the library budget in the leading Management Institutes across India is being spent on the procurement of e-documents, mostly in the form of subscription of online journals. On average 1.18 research articles have been published by each faculty member during the period of study from each institute under study, with an average annual institutional research output of 19.63 research articles. In terms of resource allocation, on average Indian Rupees (INR) 0.986/million has been spent by each institutional library on the resource procurement against each published research article, and INR1.166/million has been spent on the resource procurement against each faculty member.

The study is an attempt to seek correlation between the money spend on the procurement of resources and its direct impact on the research output of that particular institution.

The study is original and first of its kind, undertaken in India.

The learning outcomes of this study are to identify and discuss ways in which energy consumption in a residential educational institute can be reduced by improving demand-side energy management for sustainable development; summarise the challenges that an institute faces in transitioning to a more environmentally friendly mode of operations concerning energy management; illustrate the difference between operating expense and capital expenditure methods used for solar rooftop projects from the perspective of Goa Institute of Management (GIM); and analyse different project proposals for solar rooftop power generation energy using capital budgeting techniques.

Dr Ajit Parulekar, director at GIM, was evaluating the steps taken over the past few years for sustainable energy management to understand their impact and consider ways in which to take the environmental sustainability agenda forward. One of the projects that he was considering was the rooftop solar power plant. GIM had received proposals from several different vendors and evaluated three proposals out of these. He needed to decide on the capacity of the rooftop solar power generation and the type of contract that he should get into for the implementation of the project. This case study describes the differences and highlights the advantages and disadvantages of all the mentioned models with respect to GIM.

This case study is suitable for post-graduate level management students, as well as for undergraduate-level finance and management students.

Teaching notes are available for educators only.

CSS4: Environmental management.

The fundamental concepts in strategic management including vision, mission and setting objectives, external and internal environment analysis, SWOT, stakeholders in strategic management, deliberate and emergent strategy and strategic leaders have been addressed through the case.

The case was developed using primary data gathered from observations, interviews and the experiences of the authors at Chimanbhai Patel Institute of Management and Research (CPIMR) and published sources.

This case is about CPIMR, a management institute in Ahmedabad, India, which was required to recraft their vision and mission statements in light of the compliance requirements of the All India Council for Technical Education and the other challenges including new skills requirement especially because of Industry 4.0 changes and competition in the business education market. The case examines the external and internal environment challenges faced by the institute director and the emerging issues: how should CPIMR recraft the vision and mission? What could go wrong? How to make them actionable? How to disseminate them? The case would help the participants to understand the process of external and internal environment analysis, formulation of the vision and mission statements, their key purpose of informing stakeholders and setting objectives. The case also encourages the participants to put themselves in the position of the director for undertaking the process of recrafting the vision and mission statements of the management institute in the event of a strategic change. While the case setting is that of a management institute, it might also be useful for discussion in other organization settings.

Course: Strategic Management Level: Post Graduate Level.

This monograph is devoted to the countries of Eastern Europe, which are experiencing the dramatic changes following on from the fundamental developments of the last few years. These countries, Albania, Bulgaria, Czecho‐slovakia, Hungary, Poland, Romania, the USSR and Yugoslavia, are likely to become members of a greater Europe in the future. Their economic and educational systems are examined and the structures of their management training systems are described.

Following the Olympic Games of 2008 and the World Expo in 2010, many Westerners have increasingly begun to pay attention to China; a country which combines ancient history with modern economic achievements. As a consequence there has been renewed interest in the West in learning about Chinese language and culture. Confucius education schools have even begun to spring up round the world, with the intention of promoting interest in Chinese language and cultural influences. The purpose of this paper is to focus on a community‐based Chinese culture education institution, in a provincial city in New Zealand, to understand the issues and risks of operating a cross‐cultural education institution business in a foreign country which is physically distant from China and to identify barriers which need to be overcome in order to run such an institution more effectively.

This research used a single site case study research design. Qualitative in‐depth interviews were used to develop an understanding of the rich, complex and idiosyncratic nature of human phenomena. In total, ten interviews were conducted with the Principal, Board members, teachers, local students of Institute A, students' parents (both Chinese and New Zealand), and institutional “outsiders”.

It was found that Institute's management team preferred the traditional Chinese educational methods which conflicted with ways used in the local (New Zealand) teaching system. It also found that the current management style conflicts with the professional style of organization management. The management team had a chaotic management and operational style, while lacking basic knowledge of the principles of effective administration concepts.

Identifying the risks and issues associated with the operation of a community‐based cultural education institution outside China will assist managers to understand the potential for cross‐cultural clashes between their belief in the principles of traditional Chinese education systems and the fit with the local culture. The finding of this study, in identifying the specific issues in relation to operational and professional modes of management, should assist managers to put into place an administrative system which is sufficiently flexible to accommodate both perspectives.

Although formerly a bi‐cultural nation, New Zealand has increasingly become a multicultural society. Interest in Chinese language and culture has also been fuelled by New Zealand's shift in immigration policy from 1974 (to a skills based rather than an ethnicity policy). This study is a first attempt to evaluate the efficacy of a Chinese community‐based educational institution in New Zealand.

The increasing demand for postgraduate education in management in India has resulted in a steep rise in the number of institutes offering such education. However, the quality of education offered in many institutes is seriously being debated by students and prospective employers. The efforts to improve quality appear minimal, resulting in little or no improvement in quality. Provides a summary of status of quality in management education and critically analyses the issue of quality with the backdrop of problems, constraints, and conflicts. Further, the paper describes the structure and pattern of post‐graduate management education as offered in India, along with a description of regulatory agencies existing in the country to monitor the standards of management education. Towards the end, suggests appropriate solutions with several alternatives, to improve quality, discussing also their feasibility. The general objective is to provide help to develop strategies for improving quality of postgraduate education in management.

Lean thinking (LT) has been implemented in various manufacturing and service sectors. But, only a few published research articles have developed a framework describing the procedure for implementing LT in an educational institute. The purpose of this paper is to develop and demonstrate a framework that can provide a structured procedure for the implementation of LT in an educational institute.

Various LT tools and techniques applicable in educational institute were identified by reviewing the relevant literature. By adopting an action research methodology (ARM) for a time period of 28 months, the processes in a case institute were studied; wastes in the process were identified and various solutions were proposed and implemented.

A comparison of the performance measures before (Batch 1) and after (Batch 2) implementation of solutions provided interesting insights into the effectiveness of LT. In both the batches, absenteeism in the class was found to increase across the terms. But the magnitude of increase was lesser in Batch 2. Results also showed that the number of unfilled seats (poor utilization) in an elective course in the second year of the program drastically reduced in Batch 2. Finally, a framework that can guide LT implementation in educational institutes was proposed.

The current study describes only the initial stages of implementation in an educational institute. Hence, some of the benefits discussed are expected in the long run which can be assessed by carrying out a longitudinal study. Future study can attempt to empirically validate the proposed framework in multiple educational institutes and theoretically explain the reasons behind the results obtained.

ARM can be used as a tool by practitioners to study the behavioral aspects of employees of educational institutes toward LT implementation. The proposed framework and its demonstration can assist employees in educational institutes to implement LT. Positive results obtained in this study can further motivate the educational institutes to consider LT as a potential tool for improving the processes.

This is the first study to develop and validate a framework for structured implementation of LT in the processes of an educational institute. The study is also unique in empirically capturing the impact of LT implementation of an educational institute by analyzing the archived data.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.