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To expose the gate of ion‐sensitive field‐effect transistor (ISFET) to filthy and muddy water, suspended algae, etc. investigate the influence of these conditions on device performance and suggest measures for using the device in applications where suspended soil particles are present.

In this paper, cleaning procedure to make the blocked ISFET operative has been described. The effect of dirty water on pH sensitivity factor of ISFET, after it restarted functioning, has been measured. ISFET package has been modified. A relatively simple disposable nylon mesh with openings of size 100 μm for filtering bigger particles and lower for smaller particles, has been proposed for dirty applications to minimize device failures. This sieves away any dirt and thereby avoids failure.

The device action is frequently blocked by deposition of dirt on the gate. Generally, it is recoverable by proper cleaning action although with reduced sensitivity. This necessitates recalibration. But a protective filter helps in reducing failures. It is more advantageous to prevent clogging of ISFET than to revive a clogged device, sacrificing sensitivity.

After recovery, the original sensitivity of the device is not achieved, and the device has to be used with degraded sensitivity.

Measurement of pH of actual sources of water, whether clean or dirty, is important.

Problems of pH measurements of dirty samples have been studied. The study helps in understanding device behaviour in these samples and provides suitable corrective measures. Further, the pH survey of dirty and clean water samples provides useful information about the pH distribution and balance in nature.

To provide an insight of the intricacies of ion‐sensitive field‐effect transistor (ISFET) encapsulation and describe the presently available packaging solutions, indicating how the packaging requirements can be complied for various applications.

ISFET packaging is a complete subject in itself. The paper includes examples of the different packaging strategies that have been offered by literature and company findings over the past few decades.

ISFET packaging has progressed from the initial epoxy embedding of the wire bonds and contact pads to the more sophisticated techniques capable of automation wherein moulds are made for epoxy coating or the chip is tightened between contacting parts using elastomer gaskets.

The emerging packaging technologies have succeeded in making chip packaging more a science than an art, and the new methods are capable of large‐scale manufacturing with greater precision.

Packaging solutions for demanding applications of ISFETs have been provided by the upcoming technologies.

The information provided in this paper is of immense value to researchers working on ISFET encapsulation.

The Japanese have had a phenomenal impact on the world's market using 5 “S” and total quality management (TQM) philosophy. Though Indian companies also claim to follow these philosophies, however India has not been able to make substantial s in this regard. India has been ranked very low (India's rank has been 35 out of 59 economies) as per the IMD world competitiveness year book 2012 report. During a literature survey, it was found that competency-based training contributes to a greater extent for the success of 5 “S” and TQM implementation. Therefore, research was undertaken to study the effect of competency-based training on the implementation of 5 “S” and TQM principles. The paper aims to discuss these issues.

This paper attempts to assess and compare the role of competency-based training on the status of 5 “S” and TQM in Mayur Uniquoters Ltd (MUL) and SKH Metals Ltd. This paper compiles a list of the most important competency variables and prepares a competency training module for the industries. Quality award models will be used to compute a competency index, 5 “S” index, and TQM index before and after competency-based training in MUL. However, in the case of SKH Metals Ltd, the competency index, 5 “S” index and TQM index will be analyzed only after competency-based training. The index methodology has been used to assess and compare the level of performance in competency, 5 “S”, and TQM and the result will be validated through a two-sample t-test.

The paper reveals that competency-based training has a positive correlation on, 5 “S” and TQM, and is instrumental in improving the level of 5 “S” and TQM in both industries. Based on a two-sample t-test, the performance of 5 “S” and TQM improved by 74.4 and 84.5 percent, respectively, in case of MUL. This paper also prepares the competency-based training module.

The investigation and research findings are still exploratory. Future research can focus on and establish the correlation based on a larger number of organizations. A broadly based and larger sample size would provide a better picture of the relationship between competency, 5 “S” and TQM philosophy. The data have been collected before and after competency-based training in Mayur Uniquoters, whereas, in the case of SKH Metals, the data have been compiled only after competency-based training.

The study has been able to compile competency variables based on the feedback of 84 industries and also prepares a competency training module. Competency index, 5 “S” index and TQM index have been analyzed before and after competency-based training in MUL and two-sample t-test was also performed. In the case of SKH Metals Ltd, the data have been analyzed after competency-based training. The study has been able to identify that both organizations could perform better in 5 “S” and TQM after competency-based training. India stands a better chance in improving its competitiveness in the world ranking if all organizations focus on competency-based training, apart from training on 5 “S” and TQM.

Ho and Osada state that 5 “S” is the foundation for implementing total quality management (TQM) philosophy and also emphasize that 5 “S” is the primary driver for the success of TQM in any organization. Since the competitiveness of India has been ranked comparatively low worldwide, it shows that Indian organizations may be weak in implementing TQM. The purpose of this paper is to assess the status of TQM, quality tools and 5 “S” in Indian organizations and to study their relationship among three categories of organizations, i.e. “Large”, “Medium” and “Small”.

This paper presents the status of 5 “S”, quality tools and TQM in Indian organizations based on 62 organizations.

The paper reveals that 5 “S” performance has a direct bearing on the performance of TQM journey. There is a positive correlation among 5 “S” index, usage of quality tools and TQM index. The high 5 “S” index in “Large” category of organization has resulted in high‐TQM index in comparision to “Medium” and “Small” organizations. The weakest link is “Small” category, which has a direct bearing on the overall performance of TQM.

The investigation and research findings are still exploratory. Future research can focus and study the correlation among 5 “S”, quality tools, and TQM sector wise. Broadly based and larger sample size would provide better picture of 5 “S”, usage of quality tools and TQM status.

The study has been able to compute 5 “S”, usage of quality tools and TQM index among the three category of organizations and have been able to establish the correlation among 5 “S”, TQM and quality tools. The study has been able to identify that organizations with high‐5 “S” index tend to use high number of quality tools and have high‐TQM index.

This paper aims to discover the novelties in biosensor fabrication brought about by breakthroughs in nanomaterials and process techniques, the resulting enhancement in biosensor functionalities, new applications and future possibilities.

The impact of nanotechnology on biosensor advancement has been examined. Different directions of biosensor research in the nano era have been highlighted. These include the efforts made through nanotechnology to improve the performance parameters of the existing biosensors, and for implementation of innovative biosensor concepts.

Nanotechnology is a key technology in biosensor development. It has permeated into the biosensor field and brought in its wake far‐reaching changes.

Biosensor science and engineering are central to virtually all aspects of life including medical diagnostics, environmental monitoring and biotechnological process control. Therefore, the progress in biosensors brought about by nanotechnology influences one's everyday life.

The study helps in understanding the applications of nanotechnology in fabricating a new generation of biosensors with improved characteristics. It provides information of value to those involved in biosensor research.

This paper aims to focus on the steps necessary to bolster marketability of ISFET‐based sensors, keeping in view the present technological status of ISFET and its limitations.

Technical problems inhibiting commercialization of ISFET‐based sensors are highlighted. The problems considered include sensitivity, drift, cleaning, disposability, reference systems, chip structural designs, packaging, light, temperature, hysteresis and body effects, and instability of biosensors. Available solutions are prescribed, discussing both direct and indirect ways of addressing the problems of ISFET sensors.

The history of progress of ISFET (Ion‐sensitive Field‐Effect Transistor) is synonymous with the ways and means devised by different researchers for surmounting (direct approach) or acclimatizing to the shortcomings of this device (indirect approach). Signal conditioning hardware and software considerably help in obviating issues such as drift, hysteresis and thermal effects.

Reliable on‐chip reference electrodes and ISFET packaging for continuous online applications are interesting research areas.

Where a plausible solution exists, it should be readily availed; otherwise the device limitation should be understood and ingeniously bypassed. Compromising solutions targeted on the specific applications pave the way towards widespread utilization of these sensors in industrial, biomedical, food and environmental sectors.

The study helps in understanding the problems besetting utilization of ISFETs, calling attention to essential remedies for ISFET‐based products. It provides information of value to those involved in ISFET measurements.

This case should facilitate participants to analyze the influence of internal and external factors on a growing company in the dairy, agro and food industries; analyze the drivers of a company’s competitive advantage; evaluate the relevance of the company in the new product-markets; and propose growth strategies for the expansion of the business beyond the core markets.

Gyan Dairy began its journey in 2007 and operated in the business-to-business segment by supplying skimmed milk powder and white butter to other dairy players. Then, the company launched its packaged milk brand in Lucknow – the capital city of Uttar Pradesh – one of the largest provinces in India. By the end of 2020, Gyan was the leading private dairy brand in Uttar Pradesh. The company’s vision was to become one of the top dairy brands in India by 2035. While deliberating on the growth choice, the company’s senior management debated whether to strengthen the company’s position in the existing markets or expand operations in adjacent locations. Increasing market share would have led to price wars or advertising costs. Diversifying into product categories involved the risk of product–market misfit and new product development and marketing costs. However, pursuing these options would further strengthen the company’s position in the North Indian market. Expanding into new locations would help establish the company’s presence across different parts of India. However, both these options were replete with various challenges. Expanding into new markets needed one of the promoters of the Gyan Diary, to relocate, build new markets and institutional connections and build a completely new localized economy of scale, which would create a financial burden on existing operations until the new operation was self-sustainable. However, in this journey, they would find and build a model to help expand their operations in other countries as well. Ideally, the company could pursue all the options, but this was not possible due to constrained resources.

This case allows students to discuss and evaluate alternate growth options associated with operationalizing the growth strategy choices in perishable branded food categories beyond existing markets and products. In addition, it also helps discuss how to arrive at such decisions after analyzing the focal firm’s market opportunities and existing capabilities. This case is helpful for the “growth strategy” module in the strategic management core course in a general MBA program and in specialized MBA programs in food and agri-business management.

This case is suitable for graduate-level courses on strategic management courses in general management programs and agri-business management programs. In a strategic management course, the case will help cover topics such as analysis of the internal and external environment of the firm and growth and expansion strategies. This case will help teach how to build competitive advantage in dairy and agro-food industries and the strategic analysis needed while pursuing growth decisions. Emerging markets, including India, are the growth markets for leading multinational companies in the food and dairy industries.

Teaching notes are available for educators only.

CSS 11: Strategy.

Prior research studies have discussed the role of corporate social responsibility (CSR) during crisis situations in increasing the resilience and sustainability of the companies. There are two basic models of crisis management – reactive and proactive. When a crisis occurs, suddenly firms tend to act reactively and progressively take proactive steps to manage the crisis. CSR can also be reactive and proactive during crisis situations. Against this backdrop, this paper aims to explore whether CSR during the COVID-19 pandemic moved from a reactive to a proactive stance, with specific focus on CSR legislation, corporate CSR response and corporate thinking about CSR.

This paper adopts a mixed methods approach, using both qualitative and quantitative research designs. This study draws upon both primary and secondary data.

The results highlighted the change in the CSR approach from being reactive to being proactive as the pandemic progressed. This was observed through the increase in frequency of CSR legislation, and the shift in the intent of CSR legislation from “prompting to donate” to “prompting to volunteer.” Similarly, the shift in reactive to proactive CSR corporate response was observed through the increased spending on CSR and improved COVID-related CSR reporting.

This study recommends companies to manage crises by becoming more proactive. CSR activities need to be closely aligned with national developmental objectives, and collaborate with various stakeholders to achieve the intended outcomes of the activities.

To the best of the authors’ knowledge, this research paper is one of the few to study the impact of COVID-19 pandemic on CSR in India at a time when India went through three waves of the pandemic. This study corroborates with other studies in terms of managing crisis.

The previous decade has been characterized by emerging market firms expanding into international markets. This trend has led to scholars in the IB arena to grapple with the new phenomenon of emerging multinational enterprises (EMNEs), specifically the relationship between internationalization and performance of the EMNEs. This paper seeks to add to the literature by capturing the impact of firm resources on the internationalization‐performance relationship. Empirical analysis on a sample of 787 Indian manufacturing firms indicates that there is a non‐linear relationship between internationalization and performance. Findings also indicate that a firm’s capabilities in cost efficiency and marketing have a moderating impact on this relationship.