Abstract
The 5th Asian Management Research and Case Conference (AMRC 2016) was held on 16–18 January 2016 at the University of Wollongong Dubai (UOWD) campus. This annual conference was a collaboration between UOWD, Lahore University of Management Sciences (LUMS), Indian Institute of Management Bangalore, Universiti Sains Malaysia and the University of Dhaka. The theme of this year’s conference was Internationalizing Asian Businesses. One hundred eighty eight submissions were received out of which 88 articles and cases were presented in this two-day conference. Delegates came from India, Pakistan, UAE, Malaysia, Bangladesh, Korea, Canada, UK and Hong Kong. The conference provided the perfect platform to academics from Asia to meet each other and share their research with a wider audience. You can visit https://www.uowdubai.ac.ae/amrc for information on the conference winners. We will circulate the Call for Papers for AMRC2017 very soon.
In this issue, we have five excellent cases for you to use in your classrooms. In Millat Tractors Limited: Has the Time Come to Say Goodbye to Massey Ferguson?, we find the CEO deliberating about how to deal with MTL’s contractual obligations with Massey Ferguson. The case’s primary objective is to provide an understanding of how auto manufacturers of emerging/developing economies develop in-house as well as supply base capabilities by developing long-term partnerships with technologically advanced companies. Jajja and Zahoor have positioned this case for strategy modules in operations management, management of technology and innovation, and supply chain management in MBA and executive MBA programmes.
In the second case, Selecting the Selection Methods at a Pakistani NGO, Saqib and co-authors discuss recruitment and selection practices, and strategic human resource management. The CEO of an NGO has to choose the right candidate for an important position in the organization.
In the case, Moeed’s Externship Imbroglio: The Case of Identity Concealment, Ahmad and co-authors focus on the ethical dilemma faced by an enthusiastic and ambitious MBA student when he is asked by the organization in which he is working to conceal his organizational identity and pose as a university student to gather information. The case can be taught in organizational behaviour (OB) (ethics module), leadership and responsibility, business ethics and consumer behaviour research (ethics module) courses.
The fourth case, NEDFi: Transforming Lives through Shared Value Creation, by Sarmah and Rahman is a social entrepreneurship analytical case on the North Eastern Development Finance Corporation Ltd (NEDFi), a public limited company that adopted sustainability initiatives that transformed the lives of village artisans living in an extremely remote part of Northeast India. The water hyacinth craft project, initially undertaken as a corporate social responsibility (CSR) initiative, eventually became very successful by uplifting the rural poor through economic empowerment.
In Hyundai’s Challenge to Maruti Suzuki in the Dynamic Indian Automobile Sector, Telang and Roy focus on the competition between Hyundai Motors and Maruti Suzuki India, and the strategies/counter strategies adopted by each of these automakers to compete with each other in the changing backdrop of the Indian automobile industry. The case also focuses on the ‘Make in India’ campaign and its impact on the Indian automobile industry as a whole. The case can be used as a pedagogical tool for management students in business strategy and marketing management courses.
We appreciate the input and feedback of our reviewers and contributors. We are obliged to our readership for their continued patronage. A reminder that you may contact the authors directly to obtain the teaching notes to the cases published in the journal.
I hope you enjoy reading and teaching AJMC 13:1.