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The purpose of this paper is to demonstrate that both leisure and sustainability objectives can be achieved via Buddhist economics informed agritourism. Buddhist economics differs significantly from mainstream (neoclassical) economics in its ontological underpinning. This means that assumptions about human nature are different: the core values of mainstream economics are self-interest and competition in the pursuit of maximum welfare or utility; while in Buddhist economics, “self” includes oneself, society and nature, which are all simultaneously interconnected. The core values of Buddhist economics are compassion and collaboration through which well-being is achieved, leading to higher wisdom (pañña). Because of this, the interconnectedness of activities and relationships, even those not initially obviously so linked, is crucial.

The theoretical argument is illustrated by a pilot study of an agritourism, package tour to visit the properties of Thai farmers involved with a project known as “running a one rai farm to gain a one hundred thousand baht return”. The research is exploratory in character.

A result of this study is to reveal agritourism as a significant market channel to promote sustainable agriculture.

Agritourism can be considered an instrument for rural development with its contribution to positive economic impacts, providing economic opportunities to sustain financial security for the farming family, maintaining viability of the agricultural sector and local communities and creating jobs for rural residents together with sustainable agriculture.

Thailand’s modernization and shift to a wage labor economy has led to increases in children’s educational attainment. This research, in two rural northern Thai villages, explores globalizing labor markets, traditional familial roles, and parental bias of educational investment by children’s gender and birth position, using a human behavioral ecology (HBE) framework. Survival models suggest that northern Thailand’s matrilineal tendencies may be increasing, not decreasing, with globalization: daughters bearing long-term expectations of support and remittance are more heavily invested in than sons, from whom matrilines expect and receive less. Birth position strongly affects educational attainment, reflecting differential familial helper and provider roles.

The purpose of this paper is to provide an overview of the recent developments in the natural rubber industry and identify the major factors that will likely determine the sustainability of Thailand's competitive advantage in this area.

Data were gathered through in depth interviews with industry experts both in the private and public sectors. The obtained information was then analyzed under the standard framework of national competitiveness widely referred to as the Diamond Model.

The recent success of the Thai rubber industry stems from the competitiveness of local firms in the upstream industry and the leadership of foreign firms in the downstream sector. To further strengthen competitiveness, a more concerted effort to encourage innovation and technology absorption by local downstream firms is required.

This research provides a comprehensive overview of one of Thailand's most significant agricultural exporting industries. It systematically analyzes the sector's strengths and weaknesses and offers recommendations for policy makers to manage future opportunities and threats.

The learning outcome of this study is to bring to the table of a wider intellectual audience, a unique model of community-based entrepreneurship, which is working wonders with its unique selling points (USPs) in promoting sustainability and conserving the ethos of villages and, at the same time, generating livelihoods through traditional farming techniques adopted by the rural population residing in the Himalayan region of India.The proposed case study can be used as a replicable model in other parts of rural India and other emerging economies to start and scale up a similar “integrated rural development model” through effective policy advocacy and public–private partnerships and to develop sustainable farmlands and livelihoods for rural India. It has a definite potential to be used as a pedagogical tool in postgraduate programmes offering courses in microfinance, financial inclusion, social and community entrepreneurship, sustainability, entrepreneurship, community development finance and rural immersions and public policy.

This case study is set in the backdrop of 2023 having been declared by the UN as the International Year of Millets and India being the homeland for millet cultivation. The objective of the case study is to bring to the table of a wider intellectual audience, a unique model of community-based entrepreneurship operating in the Himalayan region of rural India. The community-based entrepreneurship model works on the USP of promoting sustainability and conserving the ethos of villages and generating livelihoods through traditional farming techniques. This case study traces the journey of Roopesh Rai (protagonist and the founder of Bakrichhap), the community-based entrepreneur and his challenges in setting up the enterprise. The narrative is built in the light of a series of interviews with Rai, the main protagonist and the founder of Bakrichhap, as well as the people of Goat village by Komal, a post-doctoral fellow in the area of community-based enterprises (CBEs). Through this narrative, the case writers’ endeavour was to understand how CBEs such as Bakrichhap were providing a means of integrated rural development in the hilly region of Uttarakhand, India. Also, how such enterprises were thereby curbing distress migration, unemployment and a large-scale erosion of the cultural heritage and traditional and indigenous farming techniques of the land. In the first seven years of the operations of this uniquely curated CBE, Rai endeavoured to iron out many bottlenecks. This case study also highlights the gamut of challenges faced by community-based entrepreneurs like Rai in designing strategy for growth and expansion. What strategy should Bakrichhap follow for expansion to the other regions of the country? Should all the three existing verticals of the enterprise be scaled up parallelly or should each individual vertical be expanded one after the other in a phased manner? Stemming out from the main dilemma of strategic expansion were the related issues of funding (finance) and the formation of an effective team (HR).

This case study can be used in undergraduate, graduate and executive programmes offering courses in microfinance, financial inclusion, social and community entrepreneurship, sustainability, entrepreneurship, community development finance and rural immersions and public policy.

This comprehensive case study is written by using the triangulation of data collected through a series of personal interviews, website information, news articles, personal observation and field visits. The research design used is single case (holistic; Yin, 2003, 3rd edition). The timeline of this case study is 2021 to 2022 and place is Nag Tibba, Uttarakhand, a Himalayan state in North India.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

IFCI Limited-a non-banking financial corporation in India was struggling with issues of negative Capital Adequacy Ratio and high non-performing assets till 2007. The company had not done any business for a decade until 2007. July, 2007 was the time when Atul Rai joined the company as the CEO. This case revolves around the various strategic initiatives taken by Rai and his team to help the firm turnaround. The main focus of the case is on the implementation of some of the key strategic decisions. The case gives opportunity to review IFCI's strategy and make recommendations for future expansion.

The purpose of this paper is to numerically investigate the combined effects of canopy (leaf area index [LAI]) and root properties (root distribution function [Rdf] and root area index [RAI]) on a suction induced in soil-root composite under three different scenarios.

Richards equation coupled with sink term was solved using a commercial finite element package “HYDRUS” to investigate suction induced in soil-root composite.

Scenario 1 unveiled that soil-root composite induces 1 to 20 per cent higher suction than bare soil under the absence of transpiration. From Scenario 2, value of suction at depth of maximum RAI in case of linearly decreasing Rdf was found to be higher than that of other Rdfs. However, depth of suction influence zone (SIZ) for uniform Rdf and non-linear Rdf was found to be 10 and 11 per cent higher than that of linearly decreasing Rdf. Depth of evaporation dominant zone (EDZ) for uniformly decreasing Rdf and non-linear Rdf was found to be 1.08 to 3 times higher than that of linearly decreasing Rdf. From Scenario 3, influence of LAI on depth of SIZ is minimal. Depth of EDZ was found to decrease with the increase in LAI. Based on simple calculation on infinite slope stability, influence of variation in root and shoot properties was found to be significant on its factor of safety.

Numerical constitutive model has limitations that it does not consider aging of plant. This model is only applicable for a particular set of soil conditions. A long-term study is required in this field to further quantify parameters for improving calibration and modeling performance.

Following are the practical implication: consideration of vegetation properties into engineered design of green infrastructure (slopes in this case) and selection of vegetation with appropriate characteristics in design for enhancement of stability of green infrastructure.

Contents of this paper are original, and they have not been submitted to any other journal.

The purpose of this paper is to investigate the role of knowledge leader readiness within large companies operating in a changing environment.

A conceptual framework emerged from an analysis of four large companies and a review of the knowledge management literature. Secondary research was conducted to compare the four large companies against the proposed framework.

The conceptual model is a support to understand an organizations’ reaction to external changes and the role of the knowledge leader’s readiness in managing these changes and adjusting the knowledge management accordingly. From the analysis, it emerged that a knowledge leader’s readiness plays a relevant role in a changing organizational environment owing to his ability to acquire, handle and diffuse knowledge within the company.

The study emphasizes the significance of internal knowledge in managing changes. Practitioners could use this framework as a conceptual guide for their daily challenges and to recruit future leaders.

This study aims to contribute to the knowledge management literature by providing a practical model for organizations facing a changing environment. The originality of the model is the design of different managerial profiles that combine the leaders’ disposition to knowledge and their ability to drive change.

Ostensibly the case is about an employee resigning from the organization due to lack of support, job clarity, and information about reporting structure. It addresses issues of socialization process, performance appraisal, and communication issue between colleagues in a consulting organization. The case serves as medium for diagnosis and action planning around integration of new employees into the organization, effective performance appraisal, and resolving communication barriers.

The purpose of this paper is to understand what inhibit or facilitate cloud computing (CC) assimilation.

The authors investigate the effects of two enablers, top management support (TMS) and government support (GS), and two inhibitors, organization inertia (OI) and data security risk (DSR) on CC assimilation. The authors posit that enablers and inhibitors influence CC assimilation separately and interactively. The research model is empirically tested by using the field survey data from 376 Chinese firms.

Both TMS and GS positively and DSR negatively influence CC assimilation. OI negatively moderates the TMS–assimilation link, and DSR negatively moderates the GS–assimilation link.

The results indicate that enablers and inhibitors influence CC assimilation in both separate and joint manners, suggesting that CC assimilation is a much more complex process and demands new knowledge to be learned.

For these firms with a high level of OI, only TMS is not enough, and top managers should find other effective way to successfully implement structural and behavioral change in the process of CC assimilation. For policy makers, they should actively play their supportive roles in CC assimilation.

A new framework is developed to identify key drivers of CC assimilation along two bipolar dimensions including enabling vs inhibiting and internal vs external.

To explore alliance managers' perceptions of the most significant determinants of strategic alliance success in the software sector.

The study is based on 30 key informant interviews and a survey of 143 alliance managers.

While both structural and process factors are important, the most significant factors affecting alliance success are the adaptability and openness of the alliance partners, human resource practices and partners' learning capability during implementation. Alliance partners should pay more attention to operational implementation issues as an alliance evolves, in order to achieve successful cooperative relationships.

This research has responded to the call for more empirical study of the underlying causes of successful alliances. It contributes to the ongoing debate about which factors have most impact on strategic alliance outcomes, and complements prior research on several dimensions. First, using selected interview quotations to illuminate the quantitative analysis, it contributes to a deeper understanding of the alliance process, and reduced the ambiguity about which factors are most influential. In particular, the study provides support for those authors who have argued for the relative importance of the alliance implementation process. Second, support has also been found for the prominence of learning capability and the inter‐partner learning process as a major component of effective alliance implementation. Third, the results are based on the views of practicing alliance managers, which addresses a recognized gap in the literature.

The results send a signal to senior managers contemplating strategic alliances that they should not underestimate the importance of alliance process factors and the role that alliance managers play in achieving successful alliance relationships. This is particularly important, given the high levels of alliance failure reported in the extant literature.

While past research on strategic alliances has placed more emphasis on the importance of alliance formation than on implementation, there is an ongoing debate about whether structural, formation factors have more influence on alliance success than implementation or process factors. There has been only limited empirical work examining this interplay between structure and process, particularly from an operations perspective, and very few studies have examined strategic alliances in the software industry.