Browsing by Author "Vyakarnam, Shailendra"
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Item Open Access Business plans or plans for business(1993) Vyakarnam, ShailendraItem Open Access Corporate entrepreneurship : a review(1993) Vyakarnam, ShailendraItem Open Access Item Open Access The mismatch between academic practioner constructs of ethics : implications for business schools(1991) Vyakarnam, ShailendraItem Open Access The new europe from the third world(1991) Vyakarnam, ShailendraItem Open Access Planned strategic change in a family-owned firm: an ethnographic study(2017-12) Oxley, David R.; Vyakarnam, Shailendra; Buchanan, DavidEmpirical research into how planned strategic change (PSC) occurs in family-owned businesses has received little academic attention. Since organizational change is at least as important for family businesses as their non-family counterparts, understanding whether widely accepted distinctive dynamics within family firms influence attempts at PSC represents a major gap in existing research. This thesis reports the results of an ethnographic, single company case study into Nirvana Ltd’s (NL) transformation program, designed to address this gap. This research contributes in several ways. First, it demonstrates that PSC in this large, owner-centric, family-owned business does follow a distinctive path. Second, it shows that PSC in NL is not adequately predicted, explained, or helped by conventional Organization Development (OD) change frameworks, such as Kotter’s 8-steps. Third, it identifies three paradoxical forces linked to “familiness” (leveraging faith versus persuasion, individual justice versus utilitarianism, and formality versus informality), as the primary enablers for and barriers to PSC in NL. Fourth, it discovers and defines the phenomenon of Faithful Adoption as a powerful force that can be employed by a talismanic owner to achieve rapid shifts in a business strategy. Fifth, it offers a new theoretical model, ‘Two-Step Change,’ as an explanation of how PSC has occurred in a large family-owned business. And finally, the ethnographic method and resulting dataset provide a unique and unprecedented richness and depth to this research subject.Item Open Access The role of the social system in the diffusion of innovation in low to middle income countries: the case of be he@lthy, be mobile.(Cranfield University, 2021-07) Ihasz, Orsolya; Adams, Richard; Vyakarnam, ShailendraActors across the private, public and third sector are increasingly embracing the idea of promoting the use of externally developed social innovations to address important social challenges globally. Successful diffusion of these types of innovations has the potential to offer long term solutions to grand challenges. However, when diffusing innovations into low to middle income countries (LMICs), significant problems arise, particularly due to lack of cross-sectoral alignment in financial and technical resource deployment. This thesis contributes to the understanding of how multiple actors engage in activities to support the diffusion of externally developed social innovations into LMICs. We argue that through purpose-led alignment around a mission-orientated goal that is focused on solving social challenges and through the combining resources and knowledge across all sectors, through the active empowerment of civil society in creating value and continuous feedback loops, externally developed social innovations can contribute greatly to the emergence of new innovation ecosystems in LMICs. A systematic literature review illuminates the role of the social system in successfully enabling widespread diffusion, especially in creating value from the use of the innovation. We propose that the social system perspective, which conceptualise diverse actors engaged in a dynamic process, permits a systems view of diffusion in which long term collaborations and the integration of indigenous knowledge into communication processes are associated with successful diffusion. The role of social systems in value creation is been further investigated through an in-depth case study of the World Health Organization’s Be He@lthy, Be Mobile initiative across three different countries (Senegal, Sudan and India). The case highlights how civil society drives the diffusion process through its ability to manoeuvre across the social system and to actively search for innovative solutions. While our research has implications for the introduction of improved strategic investment across sectors it also contributes to the theory of innovation diffusion by moving away from an innovation- centric view and instead adopting a systems-centric view. It hence allows us both to view diffusion as a co-creation process and to reconfigure adopter and diffuser communities into one conceptual field.Item Open Access Social relevance of MBA education : a case study of India(1987) Vyakarnam, ShailendraItem Open Access The social relevance of postgraduate management education: a case study of India(Cranfield University, 1987-12) Vyakarnam, Shailendra; Harper, M.The study reported here, consists of three main parts. The first deals with the issue of the importance on management education in a poor country, some of the reported effects and therefore the question of relevance is raised. Proponents of the free market system argue that the only role of a manager is to make a profit for the business. However, in a country like India where the majority of the population is outside the mainstream of modern industrial life, there are arguments that freedom to make a profit should be accompanied by social responsibility because this form of behaviour helps to link modern industry with the wider social goals of a country. The second part of the study considers how to define and measure the social effects of publicly funded education. The outcome is the use of personal construct theory and repertory grid technique, borrowed from clinical psychology. which help to examine the social responsibility of Indian managers. The theory states that man makes choices and decisions based on the way he construes the world around him and the way he anticipates future events. The implication is that managers who construe social responsibility in terms of socio economic development are likely to make decisions which are more beneficial to society than those who have a narrower view of socially responsible behaviour. The third part of the study reports on the findings of the study, which has used five separate instruments with 53 Indian managers who have been trained at one of the three established Indian Institutes of Management. These Institutes (IIMs) train around 500 graduate managers each year and one of their objectives, is to "inculcate" social values in the graduates so that their future decisions as managers will be made in this context and be relevant to India's needs. The graduates are from among India's social elite and the way they construe social responsibility has been compared to a matched group of managers who have not been through the IIMs. Data has been collected, to classify the managers, on the social origins, their place of work and career orientations. The way they construe corporate and managerial social responsibility was elicited through the use of repertory grid technique, in order to examine the question of social responsibility in as many different ways as possible. Interestingly the results indicate insignificant differences between the two groups. These are interesting results as they highlight the possibility that the IIMs have not managed to instill socially responsible constructs which are any different from other Indian managers. Although this study is a snap-shot view of Indian managers, it does point to an area of research which the IIMs might take up, for example the objective of instilling social responsibility might not be achievable given all the other aims of the Institutions, or, if they feel that being of social consequence is important they might review their entry requirements, operational focus and so on. The main contribution of the results, to this issue, is a new approach to evaluating management education, helping to break from the conventional social cost benefit methods. This study has two further contributions of particular interest. First, it has examined social responsibility in a novel way and provided an empirically based definition. Secondly, the method used for this research has extended the application of personal construct theory to new areas of study, particularly by embodying repertory grid technique. There is little literature in construct theory which is of relevance to management education and this study has helped to close this gap.Item Open Access Social responsibility in the UK top 100 companies(1992) Vyakarnam, ShailendraItem Open Access Transforming a highly tactile entrepreneurship course “ideas to innovation” to an entirely online delivery model: lessons for theory and practice(Springer, 2022-10-30) Vaiciukynaite, Egle; Ihasz, Orsolya; Portyanko, Sergey; Vyakarnam, ShailendraRecent changes in education due to COVID-19 required a shift from classroom to online delivery. This chapter illustrates how a highly complex training program, Ideas to Innovation (i2i), responded to this challenge. i2i is based on experiential learning including a variety of activities carried out both in large and small groups with the intention to raise delegates’ entrepreneurial self-efficacy. In this case study, we illustrate the process by which the program was delivered online for the first time since its existence and how the online delivery of an entrepreneurial program contributed to participants raised level of entrepreneurial intent. We took a qualitative approach by conducting structured (written) and semi-structured interviews with participants. We triangulated the data with insights and reflections of the facilitators engaged in the online delivery. The findings indicate that even when i2i is delivered online, it raised participants’ level of entrepreneurial intent. We also found that digital interaction and collaboration among participants and facilitators on various platforms promoted the development of an entrepreneurial mindset. By highlighting this change in delivery and design, we contribute to the ongoing debate of digitally supported education for entrepreneurship and provide insights to redesign entrepreneurial training programs.