Dear AIB Members,

*Call for Book Chapters*

*Series: Emerging Issues and Trends in Indian Business and Management*

*Volume 3: Emerging issues and trends in India’s organizational dimension*

Editors: Vipin Gupta, Samir Chatterjee, and Alka Maurya

Publisher: World Scientific (

Targeted Manuscript Submission to the Publisher: February 28, 2023

Paper Submission Deadline: December 31, 2022

Abstract Submission Deadline: October 31, 2022

*The submitted chapters should be 5,000-8,000 words.  The abstract should
be about 100-300 words.*

Every nation has a distinct way of organization.  India has had a unique
tradition of indigenous managerial culture beginning with the Buddhist era
‘Sreni system’. This patriarchal nurturing mode of traditional leadership
came to global attention in 2010 with the publication of the widely
acclaimed Harvard Business Press book: *The India Way: How India’s Top
Business leaders are Revolutionizing Management* by Peter Cappelli and
co-authors at the Wharton School. The concept of ‘Jugaad’ or improvisation
has now become a central topic in books on Indian management.

India is now leading the demand for global leadership. The role of the
organization in India is to reproduce the followership culture in a
specific Indian way. Indian firms have remained motivated followers,
appreciative of the Japanese contribution that keeps them squarely focused
on self-development. They have also expanded their investment networks deep
into rural India to ensure that they sustain their ability to offer
cost-effective specialization to German firms so that the latter do not
have to exercise the option of flexibility.  Additionally, Indian firms
compete hard with one another to offer their best designs to American
leaders and compete to obtain American certifications.

For this book, we invite case studies, empirical studies, historical
analyses, and other grounded studies that provide a flavor of one or more
of the different ways of organization in India. Some of the approaches that
may help prospective chapter contributors in understanding the editorial
perspectives of the book are provided below:

*A* *Traditional Culture-inspired approach:* This approach takes into
account India’s rich organizational tradition dating back to the Sreni
system of the Buddhist era. Explorations of the writings of Chanakya as
well as lessons on strategy, values, and ethics in the epics of
Mahabharata, Ramayana, and others may open up new perspectives for the

*A Talent strengthening Approach: *This approach explores new skills that
are needed to match the needs of technology-led organizations. Bridging the
skills gap, reskilling a new generation as well as exploring new
organizational mindsets.

*A Globally focused Approach: *This approach looks at organizational
innovations from a global/regional perspective. New organizational
approaches are emerging in Asia, resulting in the largest number of new
global companies emerging from China, while India is providing the
organizational design for leaders of global companies. What synergies are
allowing the staggering mushrooming of global companies in China and why
has India, despite its success in global organizational leadership, not
been able to replicate China’s success.

*A Social Sustainability Approach: *This approach explores the key issues
of sustainability, ethics, social and environmental responsibility, and
other related challenges facing the organizations of the future. The Indian
governments’ legislation such as the Social Responsibility in Companies
Act, the global challenges of climate change, bottom of the pyramid
enterprises, and social enterprises could provide authors with some key
areas for exploration.

Some suggested chapter and case study topics are given below as guidelines
for prospective authors. However, the editors would also welcome other
original chapter themes around the description of the book provided above.

* Suggested Chapter Topics*

·       New models of organization emerging in India

·       ‘The India Way’: Revisiting the findings and conclusions of Capelli
et al.

·       Organizing for Jugaad innovation: New lessons and future directions

·       The organizational dimensions of the ‘Bottom of the Pyramid’ sector
in India

·       Digitization in Indian organizations and a new managerial mindset

·       Green organizations

·       Driving reorganization through privatization in India

·       Organizational development of the public sector in India

·       Corporate governance in India: The organizational dimension

·       Socially responsible organizations in India

·       Rural organizations in India

·       Non-government organizations and social development

·       Multinational organizations in India

·       Small and medium-sized enterprises in India: How do they organize
future growth?

·       Women-owned organizations in India

·       How do Indian approach equality, diversity and inclusion issues?

·       Organizational approaches by overseas Indian enterprises and leaders

·       Family organizations in India

·        Demographic issues in Indian organizations: Organizing the talent
of the youth and the retired

·       Organizations as institutions for social change in India

·       Value-based organizations in India

·       Futuristic and long-term oriented organization in India

*Possible Case Studies*

·       Digitisation and organisation (e.g., Indian Railways and Metro)

·       Organizing Bottom of the Pyramid and Innovation (e.g., Fab India)

·       Organizing Ethics, values, and global reach (e.g., Tata
Enterprises, Lijjat Papad, and Patanjali)

·       Organizing Brands and FMCG (e.g., Hindustan Lever Ltd)

·       Agribusiness and Modern Organization (e.g., ITC)

·       Reengineering Organization: From Government Control to Private
Sector (e.g., Air India)

·       Organizational Excellence in Government Enterprises (e.g., HCL
Limited )

·       Organisation of the Software Industry (e.g., Infosys, TCS, Wipro)

·       Normalization of the culture of change through organizational
dimension (e.g., HCL)

·       Organisational Innovation in Indian Global Business (e.g.,
Reliance, Bajaj, Tata, Birla)

·       Organisational Innovations in public universities in India

·       Organizational transitions in India’s utility sector

·       Organizational reforms in the Indian Finance sector

·       Historical organizational systems (e.g., the Zamindari system)

·       Cultural organizational systems (e.g., the Jajmani system)

·       Co-operatives and organization for the rural development (e.g.,

·       Organization for Financial inclusion (e.g., Bhim UPI)

·       Organizing the education of the future (e.g., private universities
in India)

·       Organizing supply chain management at the grassroots level (e.g.,
Mumbai Dabbawalas)

Abstracts (of up to 300 words), and completed chapters (of up to 8,000
words) may be emailed to any of the series and volume editors:

Vipin Gupta, [log in to unmask]

Samir Chatterjee, [log in to unmask]

Alka Maurya, [log in to unmask]

*About the editors:*

*Dr. Vipin Gupta* is a Professor, Author, TruthSeeker, and Motivator at the
Jack H. Brown College of Business and Public Administration, California
State University San Bernardino, USA.  He has a Ph.D. in managerial science
and applied economics from the Wharton School of the University of
Pennsylvania. He is a gold medalist in the Post-graduate Program of the
Indian Institute of Management, Ahmedabad, India. Professor Gupta has
authored more than 180 journal articles and book chapters and published
twenty books, including the co-edited Culture, Leadership, and
Organizations: The GLOBE Study of 62 Societies. Besides delivering lectures
and keynotes, he has presented at international academic conferences in
more than sixty nations. He has been on the governing board and organizing
committee of several international conferences. As a 2015-16 American
Council of Education fellow, he visited sixty-two universities, colleges,
and higher education institutions in nine European nations, the USA, and
India.  His *latest project* comprises twelve authored books under the
series “*Vastly Integrated Processes Inside Mother Nature*” in 2021 and
2022 (

*Dr. Samir Ranjan Chatterjee* is an Emeritus Professor renowned for his
role as a university academic, research scholar, and International trainer
and consultant for more than five decades. Besides his home base at Curtin
University in Australia, he has lived and worked for extended periods in
India, China, the USA, the UK, France, former Yugoslavia, Japan, Singapore,
Mongolia, Malaysia, Indonesia, and Hong Kong. During 1994 – 95, he lived in
Mongolia for a year as the United Nations Adviser on the development of
management education in the country and worked there until 1999 as Director
of large capacity building programs funded by the United Nations
Development Program. Between 1999-2003, he was an international expert
reviewer with the Asian Development Bank on a US$ 250 million higher
education sector reform project in Indonesia. From 2013-2015, he was the
Project Adviser of a ‘Pro-Poor Capacity Building’ Program for Senior Public
Sector Executives in Mongolia funded by the Australian Government. He has
been a Fellow of the Australian Institute of Management and a Fellow of the
Australian Society of CPAs. He has authored and co-authored eleven books
including a book on Indian Management published by Sage, thirty-five book
chapters, and about two hundred scholarly journal publications and refereed
international conference papers. He is on the editorial board of many
international scholarly journals. He serves as the Doctoral thesis examiner
of many Australian and Asian Universities. He was the President of the
Society for Global Business and Economic Development (SGBED) and currently
Chairs the organization’s ‘Board of Trustees. ‘Prof Chatterjee was a
National shortlisted nominee for the “2017 Australian of the year” award.

*Dr. Alka Maurya* is a Professor of International Business at Amity
International Business School, Amity University, India. She is a Computer
Science Graduate and has done her Master's in International Business from
the Indian Institute of Foreign Trade, New Delhi, India, and Ph.D. in
International Business from Jiwaji University, Gwalior, India. She has over
27 years of experience in teaching, research, and consulting.  Before
coming into academics she was working with various export promotion bodies
in India and worked preparing strategies for promoting export from India.
She has presented her research work in various national and international
forums on various topics related to international business. She has
published 10 books and several research papers/ case studies in her area of
specialization. She is also invited as a speaker/resource person for
various international conferences and seminars in the area of international
Business. Teaching is her passion, and she is shaping the young minds to
take up the challenges in this dynamic and competitive environment.

Dr. Alka Maurya
Professor - International Business
Stream Coordinator (HoD / Area Chair) -  International Business Management,
Amity University
Editor, Amity Case Research Journal
Amity International Business School
Room No. 102, First Floor, I3 Block
Amity University
Sector 125 Noida
Uttar Pradesh, India
Landline : 0120 4392034
Mobile 9310523517

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