International Journal of Globalisation and Small Business http://www.inderscience.com/browse/index.php?journalID=37&year=2011&vol=4&issue=2 Inderscience Publishers Ltd en-uk International Journal of Globalisation and Small Business 1479-3059 1479-3067 © 2011 Inderscience Publishers Ltd editor@inderscience.com https://www.inderscience.com/images/files/coverImgs/ijgsb_scoverijgsb.jpg http://www.inderscience.com/browse/index.php?journalID=37&year=2011&vol=4&issue=2 http://www.inderscience.com/link.php?id=42247 Information technology outsourcing is an important issue on the agenda of German software companies. The case describes a process wherein Systema AG tried to outsource part of its product-development to India and failed because of lack of commitment from its own computer scientists. At the centre were the fears and worries of Systema AG staffs about losing their jobs in the face of lower costs yielding the same quality levels in India. The statements of Systema AG's computer scientists were analysed and discussed to get a deeper insight into the internal processes, which accounted for the success of such outsourcing undertakings. Systema AG management faltered in not bringing all the staff on board when they made their decision. This fault is the subject of a case discussion. Solutions for avoiding such failures in the future can be analysed and discussed on the basis of this case. Outsourcing as a cause for absent employee's commitment to the organisation
Christian Linder
International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 114 - 126
Information technology outsourcing is an important issue on the agenda of German software companies. The case describes a process wherein Systema AG tried to outsource part of its product-development to India and failed because of lack of commitment from its own computer scientists. At the centre were the fears and worries of Systema AG staffs about losing their jobs in the face of lower costs yielding the same quality levels in India. The statements of Systema AG's computer scientists were analysed and discussed to get a deeper insight into the internal processes, which accounted for the success of such outsourcing undertakings. Systema AG management faltered in not bringing all the staff on board when they made their decision. This fault is the subject of a case discussion. Solutions for avoiding such failures in the future can be analysed and discussed on the basis of this case.

]]> 10.1504/IJGSB.2011.042247 International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 114 - 126 Christian Linder Institute for Human Factors and Technology Management, University of Stuttgart, Nobelstasse 12, 70569 Stuttgart, Germany IT outsourcing change management Germany India employee commitment information technology software development job insecurity employee involvement. 2011-09-01T23:20:50-05:00 4 2 114 126 2011-09-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=42248 Mobile industry, ever since its inception, has enjoyed the largest market growth rate. Market capturers such as Nokia and Samsung have consistently reaped higher profits out of creating competence networks and customer-focused innovations. The wireless teledensity of India is rising with around 20 million new subscribers bringing 3.79% growth annually. Consequently, this sector has also witnessed heavy competition with increasing number of players foraging into the market. Among the new comers, Micromax is clearly emerging as a winner with enviable brand popularity – within a span of just two years, this mobile brand has unseated some of the top brands such as LG and Samsung and has set the stage for more. Although a gate crasher Indian brand in the highly competitive mobile handset market, otherwise dominated by the MNCs, Micromax's vision to develop path-breaking technologies and efficient processes that incubate newer markets and encourage customer aspirations have already made it a trusted market leader for times to come. This case looks into the growth strategies adopted by Micromax in successfully challenging the established market players; how the company seeks to withstand competitive pressures and strengthen competitive advantage. Connecting innovations with go-to-market initiatives: Micromax Informatics Ltd.
Sriparna Basu
International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 127 - 142
Mobile industry, ever since its inception, has enjoyed the largest market growth rate. Market capturers such as Nokia and Samsung have consistently reaped higher profits out of creating competence networks and customer-focused innovations. The wireless teledensity of India is rising with around 20 million new subscribers bringing 3.79% growth annually. Consequently, this sector has also witnessed heavy competition with increasing number of players foraging into the market. Among the new comers, Micromax is clearly emerging as a winner with enviable brand popularity – within a span of just two years, this mobile brand has unseated some of the top brands such as LG and Samsung and has set the stage for more. Although a gate crasher Indian brand in the highly competitive mobile handset market, otherwise dominated by the MNCs, Micromax's vision to develop path-breaking technologies and efficient processes that incubate newer markets and encourage customer aspirations have already made it a trusted market leader for times to come. This case looks into the growth strategies adopted by Micromax in successfully challenging the established market players; how the company seeks to withstand competitive pressures and strengthen competitive advantage.

]]> 10.1504/IJGSB.2011.042248 International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 127 - 142 Sriparna Basu Global School of Management Science, Saket, New Delhi, India customer focus competence networks competitive advantage innovation wireless teledensity India mobile handsets market leadership product strategy mobile phones cell phones. 2011-09-01T23:20:50-05:00 4 2 127 142 2011-09-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=42249 This case looks at how market pressures can be best addressed through processes and tools that are derived from emerging theories such as theory of constraints, theory of supply chain integration and complexity theory. It also addresses how strategic supply chain decisions can make outsourcing and offshoring less attractive. It reviews how one organisation is preserving current manufacturing capacity and capability while decreasing production costs and meeting the requirements of a new market simultaneously. Looking specifically at the work of Chen et al.'s (2009) internal supply chain integration framework, this case explores the impacts of internal supply chain integration on a company's reaction to increased competition and complexity. Chen et al. state, "few companies identified both factors (consumer and cost orientation) simultaneously" (p.38). This case demonstrates how one organisation, which does perceive both of these factors simultaneously, responded to external pressures to move towards internal supply chain integration. It thus establishes a further component to the future research prescribed by Chen et al. (2009) including not only the consumer and cost focus from an industry perspective, but also it highlights a gap identified in the research on the antecedents of integration. Expanding the supply chain integration model internally: a case study from the gaming industry
Melanie Lawler, Marie Murgolo-Poore
International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 143 - 153
This case looks at how market pressures can be best addressed through processes and tools that are derived from emerging theories such as theory of constraints, theory of supply chain integration and complexity theory. It also addresses how strategic supply chain decisions can make outsourcing and offshoring less attractive. It reviews how one organisation is preserving current manufacturing capacity and capability while decreasing production costs and meeting the requirements of a new market simultaneously. Looking specifically at the work of Chen et al.'s (2009) internal supply chain integration framework, this case explores the impacts of internal supply chain integration on a company's reaction to increased competition and complexity. Chen et al. state, "few companies identified both factors (consumer and cost orientation) simultaneously" (p.38). This case demonstrates how one organisation, which does perceive both of these factors simultaneously, responded to external pressures to move towards internal supply chain integration. It thus establishes a further component to the future research prescribed by Chen et al. (2009) including not only the consumer and cost focus from an industry perspective, but also it highlights a gap identified in the research on the antecedents of integration.

]]> 10.1504/IJGSB.2011.042249 International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 143 - 153 Melanie Lawler Marie Murgolo-Poore Coordinator Logistics Management/Entrepreneurship, 7000 Dandini Blvd, Office RDMT 207D, Reno, NV 89512, USA. ' Associate Dean of the School of Business and Entrepreneurship, Truckee Meadows Community College, 7000 Dandini Blvd., MS SIER 203, Reno, NV 89512, USA corporate survival sustainable business global business perspectives outsourcing offshoring supply chain management SCM supply chain integration the gaming industry theory of constraints complexity theory internal supply chains. 2011-09-01T23:20:50-05:00 4 2 143 153 2011-09-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=42250 Urban consumers in India have been increasing consumption of frozen processed food. With more supermarkets opening, especially in cities, women are increasingly shopping in these outlets as they are more convenient, comfortable and have the space to keep large refrigerators to store frozen processed food. The infrastructure in the cities is much more developed therefore retailers are able to store frozen processed food without worrying about consistent and long power cuts. The convenience of frozen processed vegetables, meats and ready meal has encouraged many women to increase the usage of these products as they reduce the preparation time. Peas are used in many vegetables and are demanded round the year by all the families and are also required in catering industry. The fresh peas are available only during winter season but are generally required in all the seasons. Also their harvest is limited to certain states. This gap between demand and supply is being managed by frozen peas available in the Indian market. This paper presents a case on Frozen Products Indian Ltd. and it evolves around frozen peas storage, individual quick freezing technique. It requires proper cold chain management right from sourcing, manufacturing, processing, dispatching for retailing and at consumers end. The complete temperature controlled supply chain is maintained using refrigerated vans and storage equipment. Indian frozen peas market: a case study on FPIL
Rajneesh Mahajan, Suresh Garg, P.B. Sharma
International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 154 - 169
Urban consumers in India have been increasing consumption of frozen processed food. With more supermarkets opening, especially in cities, women are increasingly shopping in these outlets as they are more convenient, comfortable and have the space to keep large refrigerators to store frozen processed food. The infrastructure in the cities is much more developed therefore retailers are able to store frozen processed food without worrying about consistent and long power cuts. The convenience of frozen processed vegetables, meats and ready meal has encouraged many women to increase the usage of these products as they reduce the preparation time. Peas are used in many vegetables and are demanded round the year by all the families and are also required in catering industry. The fresh peas are available only during winter season but are generally required in all the seasons. Also their harvest is limited to certain states. This gap between demand and supply is being managed by frozen peas available in the Indian market. This paper presents a case on Frozen Products Indian Ltd. and it evolves around frozen peas storage, individual quick freezing technique. It requires proper cold chain management right from sourcing, manufacturing, processing, dispatching for retailing and at consumers end. The complete temperature controlled supply chain is maintained using refrigerated vans and storage equipment.

]]> 10.1504/IJGSB.2011.042250 International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 154 - 169 Rajneesh Mahajan Suresh Garg P.B. Sharma Delhi School of Management, Delhi Technological University, New Delhi, India. ' Delhi Technological University, New Delhi, India. ' Delhi Technological University, New Delhi, India individual quick freezing technique cold chain management agriculture supply chains supply chain management SCM frozen peas India frozen foods storage. 2011-09-01T23:20:50-05:00 4 2 154 169 2011-09-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=42251 On 9 May 2007, a well acclaimed name in the Indian footwear industry, Khadim's, decided its entry to enhance lifestyle retail. The group gained self-reliance owing to their strong brand recall, knowledgeable and capable management line-up. The self-assurance to capture the brand auxiliary lied on efficient diversification which rest on the support foundation of loyal customers. Finally, the company announced the launch of their departmental store at Bhowanipore named 'Egaro' and yet another in Howrah Maidan. The group at all times enjoyed proficient distribution arrangements, tough manpower resources and promoted the unique selling point of one-stop shopping objective, advertising products cuisine to lifestyle specifications. Combinations of soaring rental, dipping spends and downward economy growth resulted in a failure of Rs. 7 crores. Inside two years of its initiation, 'Egaro' at Bhowanipore closed down in April 2009. Kolkata is not developing as a good retail hub. An equation unsolved? The Indian retail lifestyle sector hyped or hyper: a case on Khadim's
Sudip Kundu, Ashutosh Kar
International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 170 - 177
On 9 May 2007, a well acclaimed name in the Indian footwear industry, Khadim's, decided its entry to enhance lifestyle retail. The group gained self-reliance owing to their strong brand recall, knowledgeable and capable management line-up. The self-assurance to capture the brand auxiliary lied on efficient diversification which rest on the support foundation of loyal customers. Finally, the company announced the launch of their departmental store at Bhowanipore named 'Egaro' and yet another in Howrah Maidan. The group at all times enjoyed proficient distribution arrangements, tough manpower resources and promoted the unique selling point of one-stop shopping objective, advertising products cuisine to lifestyle specifications. Combinations of soaring rental, dipping spends and downward economy growth resulted in a failure of Rs. 7 crores. Inside two years of its initiation, 'Egaro' at Bhowanipore closed down in April 2009. Kolkata is not developing as a good retail hub. An equation unsolved?

]]> 10.1504/IJGSB.2011.042251 International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 170 - 177 Sudip Kundu Ashutosh Kar NSHM College of Management Technology, 60(124) B.L Saha Road, Kolkata 700 053, West Bengal, India. ' NSHM College of Management Technology, 60(124) B.L Saha Road, Kolkata 700 053, West Bengal, India organised retail chains departmental lifestyle retailing lease rent agreements real estate issues brand loyalty consumer buying behaviour diversification strategy economic downturn small business India. 2011-09-01T23:20:50-05:00 4 2 170 177 2011-09-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=42252 This study involved a Colorado public charter high school using appreciative inquiry (AI) to provide leadership of the organisation with strategic decision-making that aids in the creation of a new teaching curriculum. Leadership discovered an effective means of change to its academic curriculum for the school year 2009 2010 and assisted with the schools charter renewal. A series of focus meetings and individual interviews were held to identify four core competencies for the school and its leadership. Discovering how to implement this change while keeping this vibrant organisation alive allowed it to function as a cohesive whole. AI is a positive design-based approach in organisation development and focuses on the generative aspects within an organisation to celebrate, recognise and foster the actions that the organisation is accomplishing well. The school's principal envisioned a picture of what the school's future should look like using AI to identify strategic ideas to apply to decision-making that would embrace a new and improved vision for the school. Leadership decision-making strategies using appreciative inquiry: a case study
Lizabeth Jordan, Tojo Thatchenkery
International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 178 - 190
This study involved a Colorado public charter high school using appreciative inquiry (AI) to provide leadership of the organisation with strategic decision-making that aids in the creation of a new teaching curriculum. Leadership discovered an effective means of change to its academic curriculum for the school year 2009 2010 and assisted with the schools charter renewal. A series of focus meetings and individual interviews were held to identify four core competencies for the school and its leadership. Discovering how to implement this change while keeping this vibrant organisation alive allowed it to function as a cohesive whole. AI is a positive design-based approach in organisation development and focuses on the generative aspects within an organisation to celebrate, recognise and foster the actions that the organisation is accomplishing well. The school's principal envisioned a picture of what the school's future should look like using AI to identify strategic ideas to apply to decision-making that would embrace a new and improved vision for the school.

]]> 10.1504/IJGSB.2011.042252 International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 178 - 190 Lizabeth Jordan Tojo Thatchenkery Institute for Advanced Studies, Colorado Technical University, Colorado Springs, CO, USA. ' School of Public Policy, George Mason University, Arlington, VA, USA core competencies appreciative inquiry strategic modes leadership strategic decision new teaching curriculum curriculum creation high schools USA. 2011-09-01T23:20:50-05:00 4 2 178 190 2011-09-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=42253 This paper aims to investigate the impact of outsourcing, vertical disintegration and globalisation on the organisation and industrial relations of small district enterprises. In contrast to the extant literature, the focus is on subcontractors rather than on outsourcers. The study exploits a new source of fiscal data and places attention on the machinery sector of Emilia Romagna, whose heterogeneity is disentangled by grouping enterprises into homogeneous clusters according to the length of their production processes and outsourcing propensities. The changes that have occurred in industrial organisation are evaluated by means of a comparison with the structure of the Emilian model in the 1980, as described by Brusco (1982). With respect to the dualism between small firms acting mainly as subcontractors and large firms directly accessing the market, a further segment composed of small-sized enterprises that simultaneously play the role of local supply chain leaders and subcontractors for large globalised companies is retrieved. An insight into the fragmentation of small firms under global competition in a machinery industrial district
Marzia Freo, Andrea Guizzardi, Giorgio Tassinari
International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 191 - 205
This paper aims to investigate the impact of outsourcing, vertical disintegration and globalisation on the organisation and industrial relations of small district enterprises. In contrast to the extant literature, the focus is on subcontractors rather than on outsourcers. The study exploits a new source of fiscal data and places attention on the machinery sector of Emilia Romagna, whose heterogeneity is disentangled by grouping enterprises into homogeneous clusters according to the length of their production processes and outsourcing propensities. The changes that have occurred in industrial organisation are evaluated by means of a comparison with the structure of the Emilian model in the 1980, as described by Brusco (1982). With respect to the dualism between small firms acting mainly as subcontractors and large firms directly accessing the market, a further segment composed of small-sized enterprises that simultaneously play the role of local supply chain leaders and subcontractors for large globalised companies is retrieved.

]]> 10.1504/IJGSB.2011.042253 International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 191 - 205 Marzia Freo Andrea Guizzardi Giorgio Tassinari Department of Statistics, University of Bologna, Via Belle Arti 41, Bologna 40126, Italy. ' Department of Statistics, University of Bologna, Via Belle Arti 41, Bologna 40126, Italy. ' Department of Statistics, University of Bologna, Via Belle Arti 41, Bologna 40126, Italy fragmentation industrial districts GVC global value chain outsourcing small firms Emilia Romagna machinery subcontracting Italy vertical disintegration globalisation industrial relations industrial clusters. 2011-09-01T23:20:50-05:00 4 2 191 205 2011-09-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=42254 This study examines literature about firm structure, ownership structure and concentration, diversification and use of networking related to the degree of internationalisation. A case study of the New Zealand seafood industry was completed to determine whether this literature was applicable in this context. The literature relating to ownership concentration was only partly supported, suggesting an opportunity to contribute the literature. Industry characteristics played a fundamental role in the decision to internationalise, and firm structure determined the rate at which each firm expanded into foreign markets. A model is developed to highlight the key relationships between variables. Globalisation and firm structure: comparing a family-business and a corporate block holder in the New Zealand seafood industry
Kelley Brydon, Léo-Paul Dana
International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 206 - 220
This study examines literature about firm structure, ownership structure and concentration, diversification and use of networking related to the degree of internationalisation. A case study of the New Zealand seafood industry was completed to determine whether this literature was applicable in this context. The literature relating to ownership concentration was only partly supported, suggesting an opportunity to contribute the literature. Industry characteristics played a fundamental role in the decision to internationalise, and firm structure determined the rate at which each firm expanded into foreign markets. A model is developed to highlight the key relationships between variables.

]]> 10.1504/IJGSB.2011.042254 International Journal of Globalisation and Small Business, Vol. 4, No. 2 (2011) pp. 206 - 220 Kelley Brydon Léo-Paul Dana Department of Management, University of Canterbury, Private Bag 4800, Christchurch, New Zealand. ' Department of Management, University of Canterbury, Private Bag 4800, Christchurch, New Zealand internationalisation firm structure seafood New Zealand strategy organisational structure ownership concentration networking ownership structure diversification networking family business corporate block holders. 2011-09-01T23:20:50-05:00 4 2 206 220 2011-09-01T23:20:50-05:00