Executive Education Research Articles

Impact of Online Learning on the Performance of Business Students

The utilization of information and communication technologies (ICTs) has significantly transformed the education sector by introducing modifications to the execution of diverse educational endeavors. An expanding number of business programs are integrating online and blended learning approaches into their undergraduate, graduate, and executive education programs as a means to address the changing needs of students. The objectives of the study were to find out the effects of online learning on the performance of business students. The qualitative descriptive method was incorporated into the design of this study. Students who were enrolled in the business education program at one of the public institutions in Lahore constituted the participants of this research. The dependent variable was the performance of business pupils, while the independent variable was online education. A structured interview was employed as the instrument for gathering data. The researcher gathered data via in-person visits. Prior to data collection, participants were informed of the purpose of the study through prior appointments, and the confidentiality of their responses was guaranteed. Thematic analysis was employed to examine the data. Results of the study shows that online education has both positive and negative impacts on business education. Moreover, study found some strategies to mitigate the problems during online learning of business students. Ina addition study has some implications for future researches.

Design Thinking as Pedagogy in Practice

Design Thinking is gaining considerable attention across various domains including education; however its use in Executive Education has not been documented much in the literature to date. By integrating Design Thinking principles and methodologies into the curriculum for Executive learners, we highlight the benefits and outcomes of using Design Thinking as a pedagogical approach. This study explores the effective application of Design Thinking as pedagogy in two modules of an Executive MBA programme at Newcastle University Business School. Through a combination of blended learning materials and experiential, collaborative projects with client organizations, we set out how learners were immersed in a human-centred problem-solving process, developing creativity, empathy, and the ability to identify innovative solutions to complex business challenges. The study presents data gathered from client feedback and learners' reflective assessments, demonstrating the effectiveness and impact of Design Thinking as pedagogy. The integration of Design Thinking principles empowered learners to feel able to lead change initiatives within their organizations in their respective discipline areas effectively. This study contributes to the literature on effective educational approaches in Executive Education, emphasizing the potential of Design Thinking as pedagogy in practice to equip learners with the skills and mindsets necessary for driving organizational innovation and sustainability.

Landing on Tata runway for a rapid takeoff: Air India beyond 2021

Learning outcomes The case study highlights two strategic angles – that of the business unit (business strategy, profitability, market leadership. organizational culture, operational turnaround, industry structure and competitive dynamics) and the owner (returns, repositioning strategy and funding plan). By the end of this case study, students would be able to understand the changing competitive forces of a dynamic industry; analyse the circumstances leading to a change in the control of a firm from the state to the private sector; understand the logic of acquiring a perennially loss-making firm operating in a volatile environment without a unique strategy; identify a firm’s strategic and operational choices for financial turnaround, return to profitability and regaining market leadership; and learn about the actual strategic realities and choices confronting a troubled business organization in a difficult industry. Case overview/synopsis When the Tata Group took over Air India on 27 January 2022 from the state that had ownership for 68 years, Air India was under a long spell of poor performance, bleeding losses and unmanageable levels of debt. Unsatisfactory customer service, management issues and competition were the key reasons. Therefore, a crucial question facing the group’s Chairman N. Chandrasekaran was what workable strategy he could use to reposition Air India and make it profitable again so as to recover the $7.5bn of estimated investment involved in the acquisition and turnaround. Complexity academic level This case study is intended for undergraduate and graduate executive education levels in business administration and management and allied subjects, particularly for courses in strategic management, marketing, financial management, turnaround and transformation, mergers and acquisitions and organizational change. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Evolving shared value, sustainability and the leadership challenge: Grootbos Private Nature Reserve

Learning outcomes The learning outcomes of this study are to assess the shared value model and elaborate on new multi-stakeholder approaches to business, where the stakeholders include the founders, investors, partners, employees, clients and the surrounding community; to consider the synergies between community development, environmental stewardship, sustainable business practices and the long-term health of organisations and communities, considering these as the new fundamentals of business; to examine the interconnectedness of vision, strategy, purpose and leadership in creating and evolving the shared value model; to explore the relationship between shared value practices and collective well-being, and a specific reference to nurturing transformative experiences through nature, personal development and community upliftment is made; and to assess Grootbos’ ability to translate their purpose and value proposition into a strategy and sustainable vision with a possibility of Grootbos achieving global impact through its evolving model, beyond the founder. Case overview/synopsis This case study explores the evolution of Grootbos Private Nature Reserve and Foundation, a luxury hospitality lodge and award-winning ecotourism destination, from humble beginnings in the Western Cape of South Africa to a global example of conservation, community, commerce sustainability and transformative experiences. The establishing of Grootbos and its growth and widespread recognition can be attributed to the vision and inspirational leadership of its founder, Michael Lutzeyer. Although much success has been achieved in conservation, community upliftment and individual development of community members within their region, Lutzeyer’s and ultimately, Grootbos’ vision extended well beyond South Africa and aspired to elevate their floral kingdom and model of development and conservation to a global platform of awareness. Although a shared value vision and strategy had transformed the business, placing Grootbos as a leader in transforming their industry and sparking an evolution in the shared value model itself through the interjection of transformative experiences, the larger question remained: How can Grootbos extend the impact, towards people and planetary well-being, beyond the scope of their individual place-based business and their industry? And in terms of the dilemma Lutzeyer and the management team at Grootbos faced: How will this vision and global ambition continue through succession, beyond Luzeyer’s personal drive at the helm? Complexity academic level Experienced leaders within a graduate degree program, executive Master of Business Administration (MBA) or executive education in the areas of leadership development, strategy, shared value and international business. Supplementary material Teaching notes are available for educators only. Subject code CSS4: Environmental management.

Executive perceptions of course and educator performance on flipped classroom

PurposeThis article aims to examine the related effects between out-of-class activities, mediated by in-class activities, on the perception of course and teacher performance in a flipped classroom institutionalized setting.Design/methodology/approachThe authors argue that institutionalized out-of-class (content) and in-class (learning) activities positively impact course and teaching quality perception. This study used a sample of 978 responses from MBA students to conduct a path model analysis to test four hypotheses developed from literature from flipped classroom proposing the positive relationship of out-of-class activities in in-class activities and its influence on the course and teaching performance.FindingsThe findings reported that out-class and in-class activities and educator performance influenced course performance perception. In-class activities mediated the out-of-class activities’ impact and directly impacted educator’s and course performance. Educator performance is positively correlated with course performance. Overall, executives have a positive perception on institutionalized flipped classroom for MBA courses as an effective provision form. The flipped classroom is able to mobilize their experiences and enrich learners’ educational experience.Research limitations/implicationsOnly one unit of the higher education organization was studied, and the authors do not consider indirect effects of the environment on variable’s relationships nor the indirect effects whose would be a suggested for future studies.Originality/valueThe present study provides new insights on flipped classroom. This study evidenced that flipped classroom planned and standardized in an institutional level positively impacts the outcome within the context of executive education.

The Future of Executive Education and Training in Government Institutions: A Study on a Group of Government Institutions in the United Arab Emirates

This study explores the prospective trajectory of executive education and training in government institutions, focusing on a selection of government entities within the United Arab Emirates. The research delves into the evolving landscape of executive education, taking into account the rapid technological advancements, shifting social dynamics, and global challenges that influence the field. Through a comprehensive analysis of data gathered from the selected group of government institutions, the study examines various aspects of executive education, including the integration of traditional face-to-face and remote training methods. The findings offer insights into the perceptions of stakeholders regarding the significance of innovative methodologies, the impact of the COVID-19 pandemic on educational approaches, and the extent to which collaboration and access to high-quality education play a pivotal role. The research underscores the need for a balanced approach to executive education that addresses both current demands and future trends, positioning government institutions in the United Arab Emirates to effectively navigate the evolving landscape of executive education and training.

Does the implementation of green finance regulation promote the high-quality development of enterprises? Evidence from a quasi-natural experiment in China.

The improvement of enterprise total factor productivity and labor productivity is the micro-embodiment of high-quality economic development. Green finance relies on the dual functions of resource allocation and environmental regulation to guide enterprises to adjust their mode of operation through incentive and restraint mechanisms, attach importance to energy conservation and environmental protection, and guide enterprises to develop with high quality. Taking the construction of the green financial supervision system in 2016 as a quasi-natural experiment, we constructed a difference-in-difference model to investigate the impact and mechanism of green finance on the high-quality development of enterprises, based on the panel data of Chinese A-share listed companies from 2006 to 2020. The results show that the implementation of green finance effectively promotes the high-quality development of enterprises. This promotion effect is heterogeneous from perspectives of enterprise-specific characteristics, executive education background, and environmental regulation intensity. The influence mechanisms mainly rely on tightening financial constraints, upgrading the level of green technology innovation, and improving the quality of internal control. These findings provide an important decision-making reference for better implementing green finance policies and promoting high-quality economic development under the green and low-carbon concept and carbon peak carbon neutrality goals.

Indian Railways: enhancing northeast connectivity with Half-Y connection

Research methodology The case has been developed as an illustrative case study using primary data. The data and images used for developing the case have been collected from the Alipurduar Division of Indian Railways with suitable permissions. The specific newspaper studies used in developing the case content have been referenced as footnotes on the relevant pages of the case study document. Case overview/synopsis Train operations in Alipurduar Division of Northeast Frontier Railway zone of Indian Railways are difficult. The division provides the vital rail link between the northeast states and the rest of India. Railway lines in the Alipurduar Division pass through several forests with a significant elephant population. As an outcome of train–elephant conflicts, train operations on one of the railway lines operate under severe speed restrictions. Moreover, the region is known for heavy rainfall and thunderstorms for almost six months every year. For the Divisional Railway Manager (DRM), the protagonist of the case, this implied repeated congestion, traffic disruptions, inadvertent delays and lack of time for critical maintenance of the tracks. A solution was planned several years ago for creating an alternative path to de-congest the traffic; however, it ran into a roadblock due to land acquisition issues.With all these limitations, could a solution be found and implemented? How could it be executed?The case illustrates how a simple yet innovative solution was proposed by the DRM in 2015 and implemented in 2016.With this case, students will be able to understand the innovation process that is embedded within long-term infrastructure projects. The case will help students understand how innovation can take place even in the later stages of project implementation, and how simple and creative solutions can have a long-term impact. Complexity academic level The case can be used in graduate and executive education courses in General Management and in Public Policy Management. It can also be used in Doctoral-Level Programmes such as those taught to scholars pursuing Fellow Programme in Management. Since the case brings out elements of problem framing and critical thinking, the case can be used for courses in strategic management. Many professionals, particularly those working in large organizations dealing with large infrastructure projects, will identify with the DRM and the challenges faced by him.

Navigating through turbulence: Jet Airways’ acquisition failure and recapitalisation strategy

Learning outcomes The case aims to understand and analyse the capital structure decisions made by a profit-making, growing organisation which aimed to be India’s premier airline and the market leader. The company that had pursued a high debt policy, to take advantage of the financial leverage that it would get, was now facing problems in an operating environment that proved to be challenging. A decline in operating profit, coupled with high-interest costs and an uncertain environment with cutthroat competition, had caused the company to plunge into losses. Attempts to deleverage by equity infusion were proving to be difficult. The case can be used in MBA, Executive Education and doctoral programmes. The learning objectives of this case are: to analyse the capital structure of the company, to interpret the relationship between financial leverage and risk, to assess the pecking order theory, to analyse the nuances of the aviation sector and the factors influencing the profitability of the companies in the aviation industry, to estimate the risks and the rewards associated with foreign currency loans, to evaluate the magnifying impact of the financial leverage and to propose deleveraging methods like sale and leaseback, debt conversion to equity and devise a revival strategy for the company. Case overview/synopsis The case discusses the dilemma faced by Naresh Goyal, promoter and chairman of Jet Airways (India) Limited. At the initial stage, Jet Airways, like many other companies in its growth phase, relied on borrowed funds to meet its investment needs. However, over-reliance on borrowed funds with just one equity infusion resulted in a high leverage ratio and an aggressive capital structure. Moreover, the company operated in a sector that was highly regulated, with competition that was cutthroat and a cost structure that was volatile. A high operating risk, coupled with high financial leverage, pushed the company into incurring losses. Having run out of cash, Jet Airways eventually defaulted on loan repayments to its lenders. Facing the eventuality of losing control of the company to lenders or to a strategic investor, Goyal was trying to figure out a way to save the company from insolvency and liquidation. It was becoming increasingly difficult for Goyal to keep Jet Airways, the company he had nurtured like a baby, airborne. Complexity academic level The case can be taught in both online and offline modes of delivery in a 90-minute session. Post-covid, the delivery mode of classes has changed. In online sessions, it may be a challenging task to ensure student participation. Supplementary material Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.

Lakhpati Kisan programme: boosting the income of marginal farmers through women empowerment

Learning outcomes This case will help students to analyse and develop insights into the concepts of servant leadership; to analyse and develop insights into women’s empowerment and a process to achieve such empowerment; and to explore the social business models for scaling up. Case overview/synopsis The Lakhpati Kisan programme under the aegis of Tata Trusts focussed on empowering women marginal farmers in the tribal belts in India to significantly increase their income from 2015. Ganesh Neelam, Executive Director, Collectives for Integrated Livelihood Initiatives (CInI), a nodal agency of Tata Trusts, advocated various livelihood options in agriculture, livestock, non-timber forest resources and water conversation. Initially, CInI faced the challenge of getting the farmers to sign up for the programme due to lack of trust. CInI facilitators educated the farmers about the purpose of the initiative and the benefits they would accrue and built trust. CInI created awareness through knowledge-sharing sessions on best practices in agriculture. They formed self-help groups of farmers for decision-making and for easy access to capital. CInI established farmer producer organisations (FPOs) to bring in a business perspective among farmers. The farmers as Board members and executives ran the FPOs like commercial organisations. CInI built capabilities to create a sustainable and autonomous ecosystem that looked impressive. But still the programme was falling short of the desired target. The farmers were so far reluctant to move forward independently. Ganesh felt that the social business model that CInI had evolved needed a re-look to achieve a significant and lasting impact on the majority of the marginal farmers in India. Complexity academic level The case can be used in the organisation behaviour, human resource management courses and courses on social enterprises as part of the MBA or post-graduate management programme or in executive education programmes. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

IndiGo Airlines in India: managing “moments of truth”

Learning outcomes The learning outcomes of this study are as follows:▪ to analyze service attributes that influence customers’ decisions to purchase services;▪ to identify the factors that influence customers’ perceptions of service quality;▪ to identify the “moments of truth” that the service provider (IndiGo) would need to monitor and manage through the service encounter; and▪ to use the Servuction model to analyze the various elements of the service process. Case overview/synopsis In May 2022, the chief executive officer of IndiGo Airlines - India’s largest passenger airline by market share, Ronojoy Dutta, faced flak over the airline staff's handling of a specially abled child travelling with his parents on IndiGo Airlines. The staff member, reacting to the tantrums of the disturbed child, had refused to allow the boy and his parents to board the flight. He had cited the “risk to other passengers” from the boy as the reason for such a refusal (Biswas, 2022). In spite of the boy’s parents being supported by their fellow passengers, the IndiGo staff member refused to relent, and the flight took off without the trio (Firstpost, 2022). The incident goes viral when a fellow flyer shares a Facebook post describing it first-hand and provokes widespread condemnation of the nation's “preferred airline” (IndiGo, 2023) by citizens and politicians on various social media platforms besides Facebook (Gupta, 2022). Dutta initially supports his employee even as he issues a statement expressing his regret at the “unfortunate incident” (Business Standard, 2022a). The regulatory body for aviation in India, the Directorate General of Civil Aviation, imposes a fine of INR 5 lakh on IndiGo for denying boarding to a specially abled child (Indian Express, 2022). How could an incident like this impact the perception of IndiGo’s service quality? How could Dutta better ensure that IndiGo managed the various touch points with the customer over the entire service encounter – the “moments of truth”? How could he prevent such a fiasco in the future, ensuring that IndiGo remains India’s “preferred airline”? Complexity academic level This case is intended to be taught in an undergraduate or MBA marketing course in a module on service marketing. The case can also form a 90-min module in a service marketing course within an advanced management or executive education program. Supplementary materials Teaching Notes are available for educators only. Subject code CCS 8: Marketing.

A student’s satisfaction model for an executive education blended learning approach, considering aspects for marketing applications

Purpose This study investigates the main factors that lead to students’ satisfaction toward executive education blended learning.Design/methodology/approach Merging five theories (consumer satisfaction theory, self-determination theory, investment model, happy-productive student theory and service quality model), the author used quantitative research to develop a model, explaining executive education satisfaction taught in a blended learning approach. Administrated questionnaires were physically distributed in various business universities that offer education to mid-career executives in Egypt. Two hundred and seventy questionnaires were examined through structural equation modeling path coefficient analysis.Findings Results show that satisfaction with executive education in traditional classroom boundaries are due to three internal factors (personal/psychological): self-regulated learning, perceived future financial rewards and perceived ease of course; and two external factors: quality of instructor and course design. When courses are given online, satisfaction is developed due to two internal factors (personal/psychological): self-regulated learning and perceived future financial reward; and one external factor, course design.Practical implications Marketization signifies students as consumers of universities; student’s satisfaction is increasingly important for educational entities to attract and retain students. Thus, this study develops a coherent student’s satisfaction model to better manage and market executive education, leading to students’ contentment in theory and practice.Originality/value Student’s satisfaction has multiple facets that are stochastic as education evolves and develops. The contribution stems from the incorporation of various theories to explain student’s satisfaction of executive education taught in a blended approach: traditional classroom boundaries and digital platforms that offer access to online education. The research extracts significant set of reasons, showing executive education satisfaction is not entirely similar to other education programs; and satisfaction toward blended learning in executive education is not entirely similar to education offered solely online or physically.

Value of dual-credit policy: Evidence from green technology innovation efficiency

The dual-credit policy (DCP), introduced by the Chinese government in 2017, aims to establish a market-based mechanism for fostering the coordinated development of energy-efficient and new energy vehicles in the automobile industry through a credit trading system. This policy plays a significant role in promoting green technology innovation, thereby contributing to the low-carbon transformation of the transportation sector in line with the dual-carbon target. However, challenges related to policy design and substantial variations among automakers during the implementation process have cast uncertainty on the effectiveness of the DCP. To address this issue, this study examines the impact and mechanisms of the DCP on the green technology innovation efficiency (GTIE) of automakers by utilizing a sample of 18 Chinese A-share listed automakers from 2012 to 2020. The analysis employs a combination of the propensity score matching (PSM) and difference-in-differences (DID) approaches. The empirical findings indicate that the introduction of the DCP significantly improves the GTIE of automakers. However, the intensity of this effect diminishes over time. The promotion of GTIE is primarily achieved by alleviating automakers’ financial constraints and increasing their management fund inputs. Furthermore, this effect is strengthened by customer concentration and supply chain concentration. Additionally, the study identifies certain enterprise characteristics that generate heterogeneity in the effects of the DCP, including enterprise ownership, region, and executive education background. The results reveal that the DCP has a more pronounced impact on private automakers, those located in eastern regions, and those with lower levels of executive education.

Localisation of PPE manufacturing during COVID-19 (local manufacturing partnership and Kingsgate Clothing South Africa)

Learning outcomes • After working through the case and assignment questions, students will be able to do the following:• Identify the difference between core competencies and dynamic capabilities and how they make a difference in a crisis towards building an agile organisation.• Evaluate the support through a collaborative, temporary, trans-organisational system to local manufacturers to achieve agility and sustainability.• Realise the importance of clear expectations exchange and communication between partners to enhance collaboration, even in temporary structures in increasing agility and sustainability. Case overview/synopsis The COVID-19 pandemic and subsequent lockdowns created a crisis for South Africa and the President, Cyril Ramaphosa called for urgent collaboration between business, labour and government to meet the demand for locally produced Personal Protective Equipment (PPE) and medical devices. The case illustrates this response and collaboration between government, labour and business through a temporary newly formed structure, called Business for South Africa (B4SA). Ross Boyd, Head of the innovation work stream of B4SA which housed the local manufacturing partnership (LMP) was considering his dilemma of how to be agile in sustaining their support to the South African manufacturers even though the LMP was a temporary structure. The local manufacturers had to repurpose their production lines to produce local PPE and medical devices. How could the LMP support the South African manufacturers to sustain their agility in building capabilities during COVID-19? At the same time, Ahmed Dhai, the Group Executive of Operations of Kingsgate Clothing, which was benefiting from the support of the LMP, was reflecting on his leadership in taking decisions to repurpose production and increase capacity during COVID-19. Dhai was considering his dilemma of being agile during and beyond the COVID-19 pandemic. The case features several decisions taken by Kingsgate and offers students the opportunity to evaluate these decisions given the fluctuations in supply and demand of PPE and the leadership that Dhai demonstrated in how he communicated and dealt with his staff during the pandemic. Students could also give recommendations to Ross Boyd and Ahmed Dhai on how they could lead their organisations to be more agile during and beyond COVID-19. Complexity academic level The case study is suitable for MBA or MPhil level on Strategy courses. The case would also find good application in Organisational Behaviour and Leadership courses on Masters level and Executive Education programmes. Supplementary material Teaching notes are available for educators only. Subject code CSS 7: Management Science.

Editorial introductions.

Editorial introductions.

The future of work: A hybrid work model in a public sector organisation

Subject area of the teaching case: This teaching case covers aspects of leadership development, strategy, change management, organisational behaviour, and people management. The case explores the following themes: Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business Student level: The primary audience for this teaching case is management education programmes including: Master of Business Administration (MBA), Postgraduate Diploma (PGDip), specialist Masters in Management, and certain Executive Education programmes. Brief overview of the teaching case: This case deals with a public-sector entity that collects taxation revenue for the South African government. In 2020, the operations of this public entity are severely affected by the Covid-19 pandemic. The mandatory shift of the workforce from in-office to a remote work-from-home set-up, results in the entity switching to a hybrid work model in order to achieve its goals as an essential service. Protagonist Dr Zanele Twazi, executive head of the public entity's research department, is tasked by the commissioner to conduct a review on the hybrid work model. As the commissioner is also in the process of reviving the organisational culture to regain public trust following multiple corruption scandals, the pandemic adds to this pressure. Dr Twazi must share employee feedback on the remote work option. Meanwhile, the leadership team has to decide if the work model will serve this public entity in achieving its strategy, and from an organisational culture viewpoint, if it is the best fit for the future. Expected learning outcomes: The key learnings from this case include the following: Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture. Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals. Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.

The future of work: A hybrid work model in a public sector organisation

Subject area of the teaching case: This teaching case covers aspects of leadership development, strategy, change management, organisational behaviour, and people management. The case explores the following themes: Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business Student level: The primary audience for this teaching case is management education programmes including: Master of Business Administration (MBA), Postgraduate Diploma (PGDip), specialist Masters in Management, and certain Executive Education programmes. Brief overview of the teaching case: This case deals with a public-sector entity that collects taxation revenue for the South African government. In 2020, the operations of this public entity are severely affected by the Covid-19 pandemic. The mandatory shift of the workforce from in-office to a remote work-from-home set-up, results in the entity switching to a hybrid work model in order to achieve its goals as an essential service. Protagonist Dr Zanele Twazi, executive head of the public entity's research department, is tasked by the commissioner to conduct a review on the hybrid work model. As the commissioner is also in the process of reviving the GSB: 2023-1 The future of work: A hybrid work model in a public sector organisation 2 organisational culture to regain public trust following multiple corruption scandals, the pandemic adds to this pressure. Dr Twazi must share employee feedback on the remote work option. Meanwhile, the leadership team has to decide if the work model will serve this public entity in achieving its strategy, and from an organisational culture viewpoint, if it is the best fit for the future. Expected learning outcomes: The key learnings from this case include the following: Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture. Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals. Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.

Lux Industries Limited: a case of insider trading

Learning outcomes After reading the case, the students shall be able to explain the concept of insider trading and differentiate between illegal insider trading and legal insider trading, business ethics, financial institutions, financial markets and accounting; to interpret the legal framework for prevention of insider trading; to identify the role and significance of the market regulator, Securities and Exchange Board of India (SEBI), in detecting financial crimes such as insider trading; to demonstrate the association between information, stock trading and stock prices within the framework of efficient markets; and to appraise the ethical dilemma in a family-owned firm, where the family members of the promoter group are alleged to have indulged in a financial crime. Case overview/synopsis The case revolves around allegations of insider trading against the promoter and the promoter group of the family owned and controlled firm, Lux Industries Limited. On January 24, 2022, the SEBI, the regulator of securities markets in India, accused Udit Todi, the Executive Director of Lux Industries Limited, of engaging in insider trading through a chain of 14 connected parties. Udit Todi was also the son of the Managing Director, Pradip Kumar Todi, and the nephew of the Executive Chairman, Ashok Kumar Todi. In its interim order, SEBI alleged a breach of insider trading regulations by a group of 14 connected entities that had built up long positions starting from May 21, 2021, before the quarterly financial results (Q4) and the annual results of the financial year (FY) 2021 in the equity shares of Lux Industries Limited, with its registered office in Kolkata, India, were announced. Subsequently, they squared off the long positions to make a profit of ₹29.43m. To restore the confidence of the investors, the Executive Chairman, Ashok Kumar Todi, needed to review the matter expeditiously and impartially. Taking into consideration the family ties of the accused, it was not going to be an easy task, yet, it had to be done. The case highlights the role of the regulator, SEBI, in unearthing financial frauds such as insider trading in an emerging market such as India. Complexity academic level Postgraduate programs in management, Executive education programs. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance

Club Mahindra: culture as an enabler of future business strategy

Research methodology The case was developed from both primary and secondary sources. The secondary data was sourced from annual reports, industry reports, company websites and news articles. Primary sources included visiting the Club Mahindra Resorts located at different places, interacting with staff and local people, visiting their corporate office to interact with the CEO. The case has also been tested in a classroom. Case overview/synopsis This case deals with challenges faced by a vacation ownership (VO) company, Mahindra Holidays Resorts India Ltd in articulating the organizational culture of its flagship brand “Club Mahindra.” Club Mahindra had emerged as the major VO company in India in the past two decades on the back of its core product – a 25-year membership plan. The company was growing its offerings to its customers in an environment of changing customer preferences. This case provides the students an opportunity to learn the organizational culture model. The students are expected to use the information provided in the case and exhibits to support their analysis with the primary objective to extract lessons about organization culture to leverage it as a tool to enhance customer satisfaction. Other objectives include understanding the changing business environment and modeling employee behavior during a crisis. Furthermore, the students are expected to validate the model using the artifacts from the crisis management at the Club Mahindra Resorts at Madikeri and Ashtamudi to understand the dynamics of change and the role of culture in organizational success. Complexity academic level At the MBA level, the case can be used to teach the topic of Organization Culture in the core course, Organization Behavior in the first-year curriculum, which is at the macro-level, with “organization” as the unit of analysis. It can also be used to teach the same topic with a stronger application orientation in the One Year Executive Education Program for middle-to-senior managers or short-term Executive Education Modules designed for a similar cohort.

Flipping the normative: Developing and delivering a critical pedagogy for executive education in a UK business school

This article explores tensions when flipping the normative by developing and facilitating a programme-long critical pedagogy for executive education in a UK business school. Through a small-scale qualitative study with academics, we explore a critical pedagogy underpinning two executive MSc programmes and informing an Executive MBA. We demonstrate how the approach flips the normative by deviating from norms, doing the unexpected and disrupting ‘how things are understood and done around here’. Critical pedagogy is unusual, in opposition to traditional business school education. Programme-long critical approaches are rare. We explore tensions when flipping the normative through the following themes: power, control and trusting the process; vulnerability as strength and emotional risk; and academic privilege, precariousness and Othering. We make four contributions. First, we articulate a programme-long critical pedagogy in executive education, illustrating how this flips the normative. Second, we outline tensions and learning when facilitating a critical pedagogy. Third, through collective reflexivity, we reveal academics’ personal perspectives of facilitating critical pedagogy and its impact. Fourth, we theorize how recognizing vulnerability as strength is a pedagogical process that facilitates critical management and leadership education. We offer learning for future critical executive education and implications for practitioners, academics, business schools and universities to consider.