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Purpose: The purpose of this paper is to examine the role of capacity building in reverse mentoring as an enabling routine in bringing about changes in cognitions and capabilities for strategy formulation/implementation and organisational change. Design/methodology/approach: This paper is based on an action research case study of a reverse mentoring initiative for digital transformation in a large metal multinational based in India. The capacity-building action research was carried out during a consultancy project. Findings: Top management team (TMT) change does not always provide the route to change in managerial cognition. Sometimes the TMT has to develop cognitive changes and new cognitions through learning and engage in way-finding to formulate/implement a strategy. Such learning requires routines, here digital reverse mentoring with capacity-building intervention, to enable development of personal knowledge (Eraut, 2000), along with cognitive changes, leading to development of capabilities. Such capacity-building routines serve as the enabling processes that facilitate learning and cognitive change. Research limitations/implications: This study demonstrates the value of enabling process routines to facilitate learning and cognition change in bridging strategy implementation and change. It also suggests the need to look at a strategy as way-finding in order to better understand the gap between strategy formulation, implementation and change. Practical implications: The study suggests the need for development of learning and cognition change routines as enabling processes in firms and provides insights into how old economy firms may adapt to digital era. Originality/value: This study documents the routine of digital reverse mentoring as an enabling process for strategy development/implementation. [ABSTRACT FROM AUTHOR]

Purpose — This paper aims to highlight the nature of strategic learning in Bollywood, India's Hindi Film Industry. Film making is an art that requires continuous learning as a prerequisite to creativity and innovation. Improved competitive performance goes beyond operational organisational learning into strategic learning. This research investigates the extent to which strategic learning, as opposed to operational learning is taking place within film making organisations operating in the Bollywood setting. Design/methodology/approach — The research was conducted through two descriptive case studies of production houses in Bollywood using semi-structured observations and interviews with producers and directors in the case study sites. Data are analysed using techniques of interpretive ‘illuminative evaluation’. Findings — The research suggests that the current frame of film making at Bollywood is stuck in a learning trap, in that organisational learning tends to be adaptive not generative and leads only to technical innovation. There has been no change in the paradigm of film making from one rooted in the past and the present, in terms of India's history, social and political context, to one looking to the future. For this paradigm shift to take place a future vision is proposed in the form of strategic learning and innovation, allowing Bollywood to go beyond the domestic Indian market and make a contribution to world cinema by breaking away from its current formulaic approach to film making. These findings also have implications for other management learning and practice contexts. Research limitations/implications — Although this research is limited to Bollywood, it has implications which potentially go beyond it in the form of a new frame as described above, and also for the organisational learning literature which has tended to focus on learning in general, rather than differentiating between operational learning and strategic learning;, whereas operational learning can improve production processes, strategic learning depends upon creativity and innovation as the basis of improved competitive performance. Practical implications — The paper concludes that the research site is trapped within its current frame of learning and, in order to break away from it, it must embrace strategic learning to move beyond the traditional loops of organisational learning. The practical implications of the paper lie in furthering the understanding of the nature of strategic learning in a creative industry, which may, in turn, shed new light on strategic learning within similar contexts. Originality/value — The originality of the research stems from the focus on strategic learning and a new site for its exploration in the form of the Bollywood setting. Furthermore it extends understanding of the organisational factors affecting the status of strategic learning in organisations. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to examine how movie studios develop an integrated social media strategy to achieve box office success. Departing from prior studies which focus on single social media platforms, this study examines the role of integrated social media promotion strategy using multiple social media platforms on movie success in the Bollywood movie industry.Design/methodology/approach This study adopts an in-depth and comprehensive case study approach to examine the promotional strategies adopted through YouTube, Facebook and Twitter throughout the life cycle of the movie and its impact on the box office success of the movie.Findings The study provides three major findings. First, the social media promotional strategy was centred on developing appropriate content to match the unique characteristics of the social media platforms. While Facebook was utilised primarily to connect audiences through organising fun events, Twitter was used to retweet the positive word-of-mouth generated from the audiences. Second, emphasis on promotional strategy through social media platforms in the post-release stage of the movie was found to be equally important as the pre-release stage. Finally, the social media platforms were utilised to develop emotional connection with the audience by promoting the content through which the audience identified themselves with the main protagonist of the movie.Originality/value This study is among the very few studies which examines the role of integrative social media strategy on the box office success in the movie industry. This study emphasises the way firms can utilise the synergies across different social media platforms to achieve success in the movie industry. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to follow the internationalisation of an Indian company, Bharat Forge Limited. It studies how a small company from India becomes one of the leading players in the global forging industry. Design/methodology/approach: This is a case study approach for studying the process of internationalisation in one particular firm. Findings: Bharat Forge Limited has followed the traditional stages model of internationalisation. It started global foray with exports and continued with that for more than three decades before going for acquisitions way. The company has gone for related-diversified using its strengths in technology to diversify its products, markets and customers over the years and today has a global footprints in terms of sales and manufacturing locations. Practical implications: It shows the way for companies even small ones and from developing countries, that how one can go for internationalisation and emerge as a leading global player. Originality/value: India is one of the fastest emerging markets and there is growing interests in Indian economy and Indian firms. But there are few case studies on internationalisation of Indian firms and this study tries to fill that gap. Bharat Forge Limited is an Indian multinational company and has become a leading player in global forging industry. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to explore the dimensions of strategic sourcing and determines its relationship with organisational supply chain agility and performance. It classifies manufacturing firms based on their level of supply chain agility and test the diffrences in firms' performnace across the clusters so obtained. Design/methodology/approach: This research employs survey method and data is collected from 128 manufacturing companies in India. Valid and reliable measures of strategic sourcing, supply chain agility and organizational performance are developed. Factor structure and initial validity is determined and K-Means cluster analysis is applied for clustering firms based on their level of supply agility. Multiple regression and ANOVA is used for hypotheses testing. Findings: Strategic suplier partnership, sourcing flexibility, supplier evaluation and trust in supply chain members are the key dimensions of strategic sourcing. Result shows the significant effect of strategic sourcing and its dimensions on supply chain agility and firms' performance. Research limitations/implications: Data is collected from single node/respondent of supply chain and further research can be carried out by using multiple node data of each supply chain to make the research more meaningful and generalisable. Practical implications: Findings are useful to develop and measure the competitive capabilities of strategic sourcing and guide the organisations to enhance supply chain responsiveness and organisational performance. Originality/value: The paper provides strategic dimensions of sourcing and their measurement scales. Provide evidence regarding the impact of strategic sourcing on agility of supply chains and performance. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to follow the internationalisation of an Indian company, Bharat Forge Limited. It studies how a small company from India becomes one of the leading players in the global forging industry. Design/methodology/approach: This is a case study approach for studying the process of internationalisation in one particular firm. Findings: Bharat Forge Limited has followed the traditional stages model of internationalisation. It started global foray with exports and continued with that for more than three decades before going for acquisitions way. The company has gone for related-diversified using its strengths in technology to diversify its products, markets and customers over the years and today has a global footprints in terms of sales and manufacturing locations. Practical implications: It shows the way for companies even small ones and from developing countries, that how one can go for internationalisation and emerge as a leading global player. Originality/value: India is one of the fastest emerging markets and there is growing interests in Indian economy and Indian firms. But there are few case studies on internationalisation of Indian firms and this study tries to fill that gap. Bharat Forge Limited is an Indian multinational company and has become a leading player in global forging industry. [ABSTRACT FROM AUTHOR]