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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 (Worldscientific.com) 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 authors. *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., Amul) · 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 (Vipingupta.net). *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 ____ AIB-L is brought to you by the Academy of International Business. For information: http://aib.msu.edu/community/aib-l.asp To post message: [log in to unmask] For assistance: [log in to unmask] AIB-L is a moderated list.