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The IUP Journal of Business Strategy
ISSN: 0972-9259
A ‘peer reviewed’ journal indexed on Cabell’s Directory,
and also distributed by EBSCO and Proquest Database

June'18

Previous Issues

The IUP Journal of Business Strategy is a quarterly journal that focuses on business models, entrepreneurship, creativity and innovation, change management, operational excellence, leadership, turnaround strategies and mergers & acquisitions.

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  • Business Models
  • Entrepreneurship
  • Creativity and Innovation
  • Change Management
  • Operational Excellence
  • Leadership in Turnaround
  • Mergers & Acquisitions
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Service-Oriented Leadership Style for CSR: A Perceptions-Based View
Amazon’s Acquisition of Whole Foods: A Case-Specific Analytical Study of the Impact of Announcement of M&A on Share Price
Implementing Green Management in Business Organizations
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Contents
(June'18)

Service-Oriented Leadership Style for CSR: A Perceptions-Based View

--Jaideep and Sunita Singh Sengupta

Since the time of the Industrial Revolution, managers have tended to view people as tools, while organizations have considered workers as cogs in a machine. In the past few decades, we have witnessed a shift in that long-held view. In countless for-profit and nonprofit organizations today, we are seeing traditional, autocratic, and hierarchical modes of leadership yielding to a different way of working—one based on teamwork and community, one that seeks to involve others in decision making, one strongly based in ethical and caring behavior, and one that is attempting to enhance the personal growth of people while improving the caring and quality of our many institutions. This emerging approach to leadership and service began with Greenleaf. A particular strength of servant leadership is that it encourages everyone to actively seek opportunities to both serve and lead others, thereby setting up the potential for raising the quality of life throughout society. The purpose of this study is to analyze the relationship between servant leadership dimensions of employees and their perceptions on social responsibility implications. The scale developed by Laub (1999), which is based on 6 different dimensions, was used to measure servant leadership. Corporate Social Responsibility (CSR) scale used in the study was developed by Carroll (1999) and has four dimensions—economic, legal, ethical, and philanthropic. Differences based on select demographic variables too were assessed. By understanding this relationship, certain practical recommendations are presented. These recommendations are especially important and shed light on the impact of servant leadership dimensions on social responsibility practices and thus help bridge individual level perceptions to firm level implications.

Article Price : Rs.50

Amazon’s Acquisition of Whole Foods: A Case-Specific Analytical Study of the Impact of Announcement of M&A on Share Price

--Diwahar Sunder Nadar

Previous studies have proved that the announcement of an intended merger or acquisition has an impact on the share prices of the companies involved. Market share price has therefore been a key indicator of understanding the market sentiments about the merger or acquisition. This study is with specific reference to the Amazon-Whole Foods deal in which the share price of both the companies increased after the announcement, which is a unique phenomenon. This qualitative study tries to understand the factors of the deal that could have affected the market sentiments and thereby impacted the share price. The study employs various literature for identification of the factors and FCFF model for valuation. With the aid of the literature studied, the factors identified were synergy, payment methods and cultural compatibility, amongst others. The study will provide a holistic understanding of the dynamics that caused the increase in share prices following Amazon’s acquisition of Whole Foods Market.

Article Price : Rs.50

Implementing Green Management in Business Organizations

--Jose Mathews

Green management essentially implies the integration of the principles of management and environmental management that develops into a seamless relationship between the environment and management. In the componential view, green management is not a unitary construct as it entails a number of components which are interrelated and intertwined with environmental and managerial processes. Green management begins with incorporating the green principles into the mission and vision of the company and translating the same into specific organizational and managerial processes. In the actual operations, the management gives equal attention to organizational goals and environmental goals so that development becomes sustainable in the long run. The geographical features of the land are green and the nature that human beings are confronted with is green. Man’s quest for wealth and material development however has brought about destruction on the green planet, and the very lives of human beings are also endangered in this process. The prudence and wisdom of man warns against the reckless use of nature, and now science tells us that unless preventive and corrective measures are taken, the human beings are in for a bleak future that is not sustainable. It is also recognized by managers that the corporations across the world have an obligation to save the lives of the future generation by going green. The traditional management, as it is practiced, is unfriendly to nature and is against sustainability principles, and it is to be revamped along the lines of environmental management principles. This is the case for green management. This paper examines the different components that constitute green management.

Article Price : Rs.50

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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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