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Womenomics is the idea that women’s economic development will lead to improving the economy as a whole

The case is a primary case. Gender equity is about treating men and women fairly, data for the case was collected through interviews with the protagonist Ms Kalpana Anand.

Although women are capable of writing their own destiny regardless of what they are and where they come from, Kalpana Anand, the Executive Director of Avaneetha Textiles, believes that education plays an essential role in empowering women. Accordingly she is determined to offer shop floor jobs to young underprivileged women aspiring dropouts that provides them an opportunity to learn while they earn. Established in the year 2004 in Coimbatore, Avaneetha Textiles is currently being managed by two sisters Uma (Managing Director) and Kalpana. Although this business model supports around 900 young women, not all have made the most of it. Only 25% of their employees benefitted from the “learn-while-you-earn” program promoted by the company. Kalpana realized that such a conduct would hinder the achievement of empowering women. Therefore, the challenge before her was to motivate more women to enroll for different courses and thereby improve the quality of their life.

Graduate or post-graduate level of courses in management, commerce, sociology, social work and related subjects.

The purpose of this paper is to report on a research study aimed at comparing the causes of organisational decline and turnaround strategies involved in cases of successful and unsuccessful turnarounds, with a view to identifying the differences, if any, between the two groups, which in turn is expected to provide useful information to academics, practitioners and policy makers.

Since turnaround is a business phenomenon of general interest, their stories are often published in business periodicals, which are a rich source of data on them. In order to tap this data source, the present paper employed a method of content analysis for the proposed investigation on the cause of organisational decline and turnaround strategies used. In order to quantify the data, a three-point scale was developed, where the presence of a cause/strategy is rated as “3”, its ambivalence as “2” and its absence as “1”, whose validity was assessed through the inter-rater agreement indices. The data thus generated are amenable to statistical analyses, using which the more commonly prevalent causes of organisational decline and the strategies commonly employed for turnaround by the successful and unsuccessful companies are identified.

The findings of the present study have generated a few useful insights. First, the primary causes for organisational decline are the internal weaknesses of the organisation; in fact the external changes can adversely affect the organisation only if it is internally weak. Second, organisational decline caused by multiple factors (which is usually the case) can be managed effectively by adopting a variety of strategies; hence a single-pronged strategy is often found to be ineffective. Third, the more successful turnarounds had a diverse portfolio of strategies including those of institution-building, often employed in a phased manner, consistent with the stage theories of turnaround.

The limitations of this research arise mainly from the generation of data from published sources and the consequent biases, which can be managed, to a large extent, by using multiple sources for the same case for reducing the publishers’ biases as well as by having multiple raters for identifying the researcher’s biases, if any.

The study has highlighted the need for addressing the internal causes of organisational decline on a priority-basis rather than blaming the external factors, besides pointing to the need for adopting a variety of strategies for dealing with the diversity of causes affecting the organisation’s health, particularly the need for institutionalising the changes. These findings can be of help especially to turnaround managers and policy-makers in dealing with organisational decline and thus contribute to the creation and enhancement of economic value.

While the internet enjoys increasing interest regarding its potential to extend the global reach of firms, especially small and medium‐sized firms (SMEs), little work has been done on the viability of the internet as a new and effective path to internationalization. Specifically, it is unclear how the internet can successfully support export marketing. The purpose of this paper is to examine the drivers and performance outcomes of two patterns of internet use supporting export marketing: the internet as an alternative to a physical presence and the internet as a sales channel.

Data were collected from 115UK‐based SMEs involved in “active online internationalization”. Relationships are examined in a “soft‐modeling” partial least squares (PLS) analysis.

The findings suggest that online channel support positively enhances export performance for SMEs. Yet, the use of the internet as an alternative to a physical market presence does not lead to higher export performance. Specifically, born‐global firms that are relying too much on the internet are prone to fall into the “virtuality trap”. Entrepreneurial firms that use the internet as a sales channel can improve their overall performance, however.

This paper provides some empirical evidence of the existence of the notion of the “virtuality trap”. The paper also shows that the internet can serve a valuable complementary role. Traditional exporters are likely to use the internet as a complement to, and thus to support, existing physical operations.

Managers should focus on relationship building and on‐site learning, instead of putting too much emphasis on the internet as a substitute for a physical market presence.

The authors develop a framework and explore previously untested relationships that suggest the internet may play a complementary role in firm internationalization.

Innovation and entrepreneurship are regarded as the key drivers to steer the engine of economic development in any nation. As a result, to understand the context and process of innovation and entrepreneurship there has been a steady rise in scientific literature and empirical studies. The purpose of this paper is to study the trends and progress of academic research on innovation and entrepreneurship in India by identifying the key articles, journals, authors and institutions.

Scientometric methods especially bibliometrics is used, for measuring the maturity of this research field in the country. The paper studies the research landscape in innovation and entrepreneurship in India by doing a bibliometric analysis using data from publications indexed in the Scopus database from the year 2000 to 2018. The study takes a multidisciplinary review of the literature in innovation and entrepreneurship research in India and could be used as a reference for future studies in this theme.

The study finds an increase in the scholarly studies in innovation and entrepreneurship in India in the last decade. It was also found that a large number of publications were joint-authored and collaborations between Indian and foreign universities is happening. The paper also highlights the authorship patterns, top journals and the most cited papers.

A major limitation of this study is that it has considered publications which are indexed in Scopus. This paper has contributed by highlighting the growth of studies in the field of innovation and entrepreneurship in the Indian context. The results can be used by future studies in this area as a starting point to highlight the nature of this research area.

The study attempts to present a trend analysis of published literature on innovation and entrepreneurship in India.

1. Analyze the factors influencing the creation of a social enterprise, while appreciating the theoretical perspectives on social entrepreneurship and social innovations. 2. Analyze the impact of social enterprises on sustainable development. 3. Recognize the need for different types of strategies in the varied situation. 4. Analyze the business model.

Shashi Kumar, the CEO of Akshayakalpa Farms & Foods Pvt Ltd (Akshayakalpa), is determined to take the business to the next growth level. He has integrated technology to measure and monitor the quality of milk and to reach out to tech-savvy customers. Owing to the preservative-free and short life of milk, he believes that redesigning the marketing and distribution strategies is the only way to ensure the massive expansion and growth that will enable Akshayakalpa to reach out to customers directly and quickly. Another issue he was facing was a lag in receivables. Their receivables from vendors were delayed and held up because of issues related to product spoilage and returns. This has posed a liquidity challenge to Akshayakalpa. Amidst all these challenges, he wants to develop the best strategy to take the business forward to the next level.

This case can be used in undergraduate or postgraduate courses in Management, Social Entrepreneurship and Business Sustainability with special relevance to social enterprise creation, enterprise growth strategies, sustainable development, sustainable business models, etc.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.