Search results

The evolution of new technologies like cloud computing, artificial intelligence and block chain has led to phenomenal growth of the FinTech Industry. The digital-only banking also known as neo, virtual or challenger banks leverage these technologies with the ultimate aim of enhancing the reach of the formal banking sector to the hinterlands of our country which are currently plagued with the problem of inadequate infrastructure. It is evident that convergence of the neo-bank with the traditional banking system would be a path-breaker as it caters to the gamut of services which can be offered to the end customer. Recent trends indicate that regulators are concentrating on consolidating different enactments in the form of codes instead of separate and piecemeal laws to control regulatory cholesterol and promoting digital technologies, thereby nurturing competitiveness in the market. Through this chapter we aim to do a comparative analysis of the technological advancements and its implementation in India with other jurisdictions. We will be relying on secondary data sourced from various governmental websites, surveys and journals. With the FinTech industry gaining traction and decentralization of this sector, it becomes imperative to have proper regulations to curb unwarranted risks, the absence of which might just halt the potential growth and can turn out to be a nightmare for the economy if not dealt with caution. There exists unexploited potential in the digital sector which can also be used across the borders to realize its true worth. However, it should be based on responsible innovation which attends to the interoperability issues while preserving the functioning and stability of the financial system.

This chapter focuses on the impact of the COVID-19 pandemic on academic leadership. Interview data from 13 academic leaders (department chairs, deans, vice-rectors) at two Turkish universities are used to voice their experiences. Two main themes emerged from the analysis: the challenges encountered in an era or uncertainty, and the experience of being in between balance and resilience. While all of the leaders interviewed got through the uncertainty produced by the pandemic, and some thrived, it is clear that universities need to do more to prepare themselves and their leaders for future crises.

Decision-making has long been recognized as being at the core of organizational life. Yet, the cognitive mechanisms by which managers make decisions represent a critical field of exploration. In this context, business models (BMs) are cognitive representations of organizational architectures that managers use to orient their firms in the business environment. While BMs – as managerial schemas – have been extensively studied for their beneficial applications at the strategic level, scholarly attention has rarely focused on their dark side. In this chapter, we point out that BM thinking – that focuses excessively on established schemas – might narrow managerial cognition in the process of fine-tuning the current BM; in the process, opportunities for more radical BM innovation can be overlooked. We systematize March and Simon’s contribution on managerial cognition into a more comprehensive conceptual framework by integrating the perspectives of Kahneman, Baron, and Gollwitzer. The result is an epistemologically coherent framework for managerial cognition and decision-making that focuses on how managers can overcome cognitive biases that derive from a reliance on established BMs as schemas. We close this chapter with directions for further research.

Previous research has been relatively insensitive to the potential combined effects that the shared industry background and country of origin might play in the development of MNCs. This is although there are various external constituents that pose distinctive demands especially on such groups of MNCs. The 15-year period of internationalization of three major Finnish paper companies examined in this study represents MNC development as a collective endeavor in which individual companies are especially influenced both by each other and by their joint external constituents. These influences materialize in analogous timing and patterns of internationalization across individual companies. In its entirety, the study thus suggests that the development of MNCs which operate in the same line of industry and originate from the same country can be considered an outcome of a mutual process that involves interaction both with each other and their shared external constituents. This also means that MNCs then are not only competitors, but simultaneously also a source of mutual support in their ever-continuing evolution.

Social capital, according to Pierre Bourdieu, is “the sum of the resources, actual or virtual, that accrue to an individual or a group by virtue of possessing a durable network of more or less institutionalized relationships of mutual acquaintance and recognition” (Bourdieu & Wacquant, 1992, p. 119). Robert D. Putnam (1993) agrees, characterizing social capital as predominantly in the nature of a public good. Ongoing global economic events have highlighted some of the weaknesses of free market capitalism. It is being suggested that social enterprises with their efforts to blend societal objectives and economic efficiency can play a role of catalysts in accomplishing this equilibrium. Given their positioning toward meeting dual goals rather than merely maximizing profit, social enterprises can function in zones where there are insufficient inducements for private sector activity. Thereby social enterprises fill the hiatus between the state and market provision. This chapter aims to conceptualize the process of innovation and the potential influence of social capital on social enterprises. Value created by a social enterprise emphasizes the importance of sharing benefits among its stakeholders. This chapter examines the ways in which social enterprises co-create value for society and how social enterprises inherit, generate and invest in social capital.