ICMC 2017 Vol. 2

Editors
Ajoy Kumar Dey
Tojo Thatchenkery
Editors
Dey•Thatchenkery
ADVANCESIN
SOCIALCHANGE,LEADERSHIP&ORGANIZATIONALDECISIONMAKING
ADVANCES IN
SOCIAL CHANGE, LEADERSHIP &
ORGANIZATIONAL DECISION MAKING
As the title suggests, Advances in Social Change, Leadership, & Organizational Decision Making presents
case studies and conceptual papers based on the most current research undertaken by a diverse group
of scholars from North America, Europe, Asia, and other parts of the world. Creating positive social
change and reducing social inequality have become one of the most pressing needs of our time amidst
the unstoppable globalization which has resulted in the concentration of wealth in fewer hands. Case
studies and research presented in this volume also share the critical role played by socially responsive and
transparent leadership and ethical decision making for creating social justice and equality in organizations.
Several chapters in this collection also explore vibrant ﬁeld of social entrepreneurship where the mission
of common good is aligned with the goal of proﬁt making. Such cases also point out that businesses can
be an agent of social change and sustainability when socially conscious and courageous leaders take the
helm of small and large organizations.
Readers will be pleasantly surprised to see the diversity in the type and size of organizations studied and
the freshness in the new knowledge shared. This volume comprises of three sections:
• Social Entrepreneurship & Financing Social Change
• Agriculture, Poverty Alleviation, Sustainability, and Circular Economy
• Leadership and Decision Making
The book should be a valuable resource for students of management, research scholars, leaders in
various management functions, NGOs, public administrators, social entrepreneurs, OD practitioners,
and change management consultants.
Dr. Ajoy Kumar Dey is a practicing management expert and Professor, BIMTECH, Greater Noida,
India. He is the editor of South Asian Journal of Business and Management Cases, a SCOPUS indexed
journal published by Sage. He is the guest editor of three special issues of Inderscience journals and a
member of the Editorial Advisory Boards of many leading international management research journals.
He is a university rank holder possessing a blend of corporate, consultancy and academic experience.
Tojo Thatchenkery (Ph.D. Weatherhead School of Management, Case Western Reserve University)
is professor and director of the Organization Development and Knowledge Management program at the
Schar School of Policy & Government, George Mason University, Arlington, Virginia, U.S.A.
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ADVANCES IN SOCIAL CHANGE,
LEADERSHIP & ORGANIZATIONAL
DECISION MAKING

Editors
AJOY KUMAR DEY
and
TOJO THATCHENKERY
ADVANCES IN SOCIAL CHANGE,
LEADERSHIP & ORGANIZATIONAL
DECISION MAKING

© BIMTECH, 2018
First published, 2018
All rights reserved with BIMTECH, Greater Noida. No part of this publication may
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The cases in this volume are compiled from sources of information in public domain
as per the declarations provided by the authors. Wherever applicable, the authors have
obtained authorizations to use primary data.
All the cases in this volume are developed as the basis for class discussion rather than
to illustrate either effective or ineffective handling of an administrative situation or
decision making.
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Contents
Acknowledgements ix
Introduction xi
SECTION 1: SOCIAL ENTREPRENEURSHIP AND FINANCING
SOCIAL CHANGE
1. Born to Fly: Case of Project Protsahan Chiraiyya 3
Rishi Tiwari and Himanshi Tiwari
2. Creating Value From Food Waste: Case ResQ Club 13
Malla Mattila, Nina Mesiranta, Anna Heikkinen and Suvi Turunen
3. Social Innovation: The Y-Foundation Case 23
Soilikki Viljanen, Anna-Maija Lämsä and Juha Kaakinen
4. Will UBI (Universal Basic Income) be the Perfect Social Security Scheme for India? 34
Ritu Srivastava and Himani
5. Rural Road to Less Cash: A Case Study from Self Employed Women’s Association 44
Monika Mittal, K.K. Krishnan, Bodhisattwa Purkayastha and Pankaj Gupta
6. Performance of Producer Organization: Case of Devbhumi Natural Products 55
Deepak Chamola, Biswajit Behera, Rahul Singh and Arunaditya Sahay
7. Urban Cooperative Banks in the State of Uttar Pradesh: Challenges and
Path Ahead 69
Aditya Vardhan and Girish Jain
8. Risks in Reward-Based Crowdfunding 80
Vedantam Leela and Manisha Mohnot
9. Who is ‘The’ Healthcare Customer? Managerial Sense-Making of the Users of
Healthcare Services 91
Maarit Lammassaari, Esa Hiltunen and Hanna Lehtimäki
SECTION 2: AGRICULTURE, POVERTY ALLEVIATION,
SUSTAINABILITY, AND CIRCULAR ECONOMY
10. Razing Crops for Urbanization and Industrialization: Is it Sustainable? 101
Suryateja, Siddarth Bejgum, Shivkumar Giri, Akshay Jadhav and A. Abhyankar

vi Contents
11. Inclusive Growth Through Sustainable Agricultural Development:
A Study of Indian Farmers Fertilizer Cooperative Limited 111
Amit Kundu and Arabinda Bhattacharya
12. Circular Business Model in Practice: An Illustrative Case Study of a
Pioneer Company 124
Ville-Veikko Piispanen, Kaisa Henttonen and Eeva Aromaa
13. Design for the Environment for Strategic Sustainability: A Study in Medical
Equipment Design 133
Hanuv Mann, I.J. Mann and Nehul Gullaiya
14. Responsible Mining Operations in Finland? Case Talvivaara 143
Anna Heikkinen and Hannele Mäkelä
15. Assessing the Creditworthiness of Potential Hariyali Loan Borrowers: The Case
of Self Employed Association of Women 151
Sumedha Pandey, Gaurav Tripathi and Monika Mittal
16. The Story of Missing Middle: SAIF Partners and Aye Finance 167
Divya Aggarwal and Varun Elembilassery
SECTION 3: LEADERSHIP AND ORGANIZATIONAL
DECISION MAKING
17. Appreciative Inquiry in Leadership Development: A United States Military Case Study 191
John H. Sim
18. The Meaning of Military Leadership Training to Women’s Competency 205
Heli Häyrynen and Anna-Maija Lämsä
19. A Leader’s Role: Inclusivity and Trust as Factors for Cultivating the Sense of
Community within Geo-Disperse Organizational Teams 216
Karla R. Peters-Van Havel
20. Influence of Twitter in Fostering Political Involvement/Opinions of Young
Generation in India 226
Aditi Mudgal and Amarnath Bose
21. Facets of Bullying in Higher Echelons 234
Shreya Mishra, Manosi Chaudhuri and Ajoy Kumar Dey
22. Social Intelligence and Corrections: Applying the Dark Triad to a
Correctional System 245
Tahlia Bragg
23. Health Scientist as an In-betweener: A Sensemaking Story 250
Tero Montonen, Päivi Eriksson and Eeva Aromaa

Contents vii
24. Jaiprakash Associates Limited: Spurring Growth through Efficient Procurements 257
Soumyajyoti Datta and Rohit Kapoor
25. Legitimating Managerial Moral Decisions: A Comparison Between the Finnish
and Italian Cases 265
Johanna Kujala, Valentina Battista, Lorenzo Lucianetti and Anni Paavilainen
26. Achieving Success in Fast-track Construction Projects: A Study in
Indian Context 276
Harish Reddy and Pradeepta Kumar Samanta
27. Financial Decision-Making Strategy 284
Paresh Shah
Author Index 297

Award Winning Cases
BIMTECH
Dr G D SARDANA MEMORIALYOUNG SCHOLAR AWARD
1. Case Botnia in Uruguay: Stakeholder Influence Strategies
Lara Gonzalez Porras, Anna Heikkinen, and Johanna Kujala
2. Academic Spin-off Managers as Builders ofResources
Olli-Matti Nevalainen, Päivi Eriksson, and Tero Montonen
3. Will UBI (Universal Basic Income) be the perfect Social Security Scheme
for India?
Ritu Srivastava and Himani
4. Facets of Bullying in Higher Echelons
Shreya Mishra, Manosi Chaudhuri, and Ajoy Kumar Dey
5. Creating Value from Food Waste: Case ResQ Club
Malla Mattila, Nina Mesiranta, Anna Heikkinen, and Suvi Turunen
6. Circular Business Model in Practice: An Illustrative Case Study of a
Pioneer Company
Ville-Veikko Piispanen, Kaisa Henttonen, and Eeva Aromaa
7. Who is ‘the’ Healthcare Customer? Managerial Sensemaking of the
Users of Healthcare Services
Maarit Lammassaari, Esa Hiltunen, and Hanna Lehtimäki
8. Appreciative Inquiry in Leadership Development: A United States Military
Case Study
John H. Sim
9. Power in the Commercialization Process: Adopting a Critical Sensemaking
Approach to Academic Entrepreneurship
Jukka Moilanen, Tero Montonen and Päivi Eriksson
10. Design for the Environment for Strategic Sustainability: A Study in
Medical Equipment Design
Hanuv Mann, I. J. Mann, and Nehul Gullaiya

SAGE BEST CASE AWARD (SOUTH ASIA PERSPECTIVE)
The Story of Missing Middle: SAIF Partners and Aye Finance
Divya Aggarwal and Varun Elembilassery
THE CASE CENTRE BEST CASES AWARDS
First Award
Patratu Vidyut Utpadan Nigam at Crossroads
Sanjay Kayasth and Arunaditya Sahay
Second Award
Jaiprakash Associates Limited:
Spurring Growth Through Efficient Procurements
Soumyajyoti Datta and Rohit Kapoor
Influence of Store Atmospherics on Purchase Intentions
Veenu Sharma, Divya Sharma and Amrendra Pandey

Acknowledgements
This volume along with its companion volume, Advances in Social Change, Leadership, &
Organizational Decision Making features the final selection of 27 cases chosen from over 123
manuscripts received from all over the world for presentation at the International Conference
on Management Cases 2017 (ICMC 2017), jointly organised by Birla Institute of Management
Technology, Greater Noida (India) and the Schar School of Policy and Government, George
Mason University, Arlington, VA (USA) at the BIMTECH Campus on November 30 –
December 1, 2017.
Mobilizing the intellectual resources of hundreds of committed volunteers and bringing it to
a successful culmination in the release of the hard-bound volumes at the inaugural function of the
conference have been a challenging and massive task. We wish to express our profound gratitude
and appreciation to the many who made this publication possible.
• Our foremost thanks go to the academic fraternity, scholars and practitioners who
supported ICMC 2017 in such large number and came forward to share their experiences.
• The manuscripts were double blind reviewed by a distinguished panel of scholars. We
thank our reviewers from overseas, India, and BIMTECH.
• Every paper underwent an originality check to get similarity index using TURNITIN
installed at BIMTECH. We wish to thank Dr. Rishi Tiwari and his staff for extending help
often on a short and urgent request.
• We wish to place on record our deepest appreciation and thanks to Ms. Jyoti Mehrotra,
Bloomsbury Publishing India Private Limited for her support, cooperation, and attention
to details in bringing out this publication on time.
• We wish to thank our friends and families for their understanding and support, often
joining us to share the demanding task of manuscripts corrections, proof reading,
formatting and editing.
• Ajoy Kumar Dey and Tojo Thatchenkery express their appreciation and gratitude to
Professor Harivansh Chaturvedi, Director, Birla Institute of Management Technology,
Greater Noida (India), and Professor Mark Rozell, Dean, Schar School of Policy and
Government, George Mason University for the support and opportunity provided to
compile and edit this volume.
Ajoy Kumar Dey
Tojo Thatchenkery

Introduction
Ajoy Kumar Dey and Tojo Thatchenkery
The richest 1% now have more wealth than the rest of the world’s population combined. Global
inequality is worse than at any time since the 19th century. In the United States, the richest 1%
of families controlled a record-high 38.6% of the country’s wealth in 2016, according to a Federal
Reserve Bank report published in September 2017. The bottom 90% of families now hold just
22.8% of the wealth, down from about one-third in 1989 when the Federal Reserve Bank started
tracking this measure. In a provocative report released early this year (January 2017), international
non-profit organization Oxfam provided troubling numbers about the globally prevalent economic
injustice. In An Economy for the 99%, the Oxfam reports that “It’s time to build a human economy
that benefits everyone, not just the privileged few.” According to this report, eight men own the
same wealth as the 3.6 billion people who make up the poorest half of humanity and one in ten
people survive on less than $2 a day. They show that the gap between rich and poor is widening
and this inequality is leaving hundreds of millions in poverty and creating emotional and political
upheaval. Wages are stagnating while CEOs take home multimillion dollar bonuses each year.
According to Oxfam, between 1988 and 2011 the incomes of the poorest 10 percent increased by
just $65 per person, while the incomes of the richest 1 percent grew by $11,800 per person. Oxfam
interviewed women working in a garment factory in Vietnam who work 12 hours a day, 6 days a
week and still struggle to get by on the $1 an hour they earn producing clothes for some of the
world’s biggest fashion brands whose CEOs earn millions of dollars in salaries each year.
All these troubling statistics make us aware of the stark reality. We cannot be bystanders
and expect others to create social change. Being a spectator is no way to make use of the vast
subject matter expertise that academics hold that can help reduce social inequality. Chapters in this
volume attempt to wake us from the intellectual slumber and show us examples of courageous
entrepreneurs, researchers, and ordinary people who dared to challenge the status quo and create
positive social change. They were all driven by compassion and a sense of purpose. They showed
resilience and an appreciative mind-set. Success was not guaranteed and many of these leaders
reframed failure and learned from it.
The chapters in this volume are divided into three sections: (i) Social Entrepreneurship
& Financing Social Change; (ii) Agriculture, Poverty Alleviation, Sustainability, and Circular
Economy; (iii) and Leadership and Decision Making. Social entrepreneurship and finding the
resources to support social change and transformation are vital areas of interest for social progress.
An increasing number of MBAs from top universities are choosing to become social entrepreneurs
instead of joining the Wall Street financial services firms. A related area known as conscious
capitalism has also gained much currency recently. According to conscious capitalism, companies
such as Starbucks and Whole Foods also serve a social purpose instead of just making money. A
large number of ultra-wealthy have set up their own foundations to support social change.

xii Introduction
The second section is about how agriculture and other self-sustaining activities are helping
to reduce poverty. Eradication of poverty and hunger have been the goals of large international
organizations such as the World Bank and Oxfam and small local NGOs. The third section on
leadership and organizational decision making address an equally important area. The changes
that leaders can make in organizations are legendary. They can transform an organization and take
it to the next level of innovation, or if done poorly, destroy its culture by encouraging competition
and conflict.
SOCIAL ENTREPRENEURSHIP AND FINANCING SOCIAL CHANGE
In the first chapter in this section, Born to Fly: Case of Project ‘Protsahan Chiraiyya’ authors Rishi
Tiwari and Himanshi Tiwari share the learning from the project Protsahan Chirraiyya which
provided training and development opportunities for girls in a village. The case illustrates many
age old stereotypes prevailing in Indian society and provides a background to understand that
every socio-cultural and economic problem is an opportunity to bring out sustainable change at
grassroots level leading to an inclusive and equitable world. The case study shows an attempt to
document a model of social change that is still evolving. In the next chapter – Creating Value from
Food Waste: Case ResQ Club, Malla Mattila, Nina Mesiranta, Anna Heikkinen, and Suvi Turunen
point out that food waste is currently a major sustainability challenge. Using a sustainable business
model they focus on a Finnish start-up called ResQ Club that provides an online platform through
which restaurants can sell their leftovers to consumers at discount rates. Lessons learned by this
experience are also shared. In the chapter that follows, Social Innovation: the Y-Foundation Case
Soilikki Viljanen points out that advancing social inclusion is an important agenda, since it advances
the quality of life of people and nourishes planet earth. The author shares the case study of a
social innovation focused organization called the Y-Foundation. It is a social enterprise operating in
Finland with the explicit goal of promoting opportunities for homeless people. Findings show that
having a home can make solving health and social problems much easier. In addition, a linkage
between ethics and innovation in the Y-Foundation’s operations is discussed.
WillUBI(UniversalBasicIncome)betheperfectSocialSecuritySchemeforIndia?, asks Ritu Srivastava
& Himani in the next chapter. A universal basic income is a form of social security which is
unconditional and universal based on the assumption that every citizen should have a right to a
basic income to cover their needs. Encouraged by the results of a few pilot studies, the concept
has gained momentum in India. Various welfare schemes launched by the Indian Government
have been plagued by corruption. MGNREGA as a social security scheme has had a mixed effect.
In this context, policy makers in India considering UBI is a step in the right direction. In 2011,
two pilots were launched to test the impact of basic income grants, funded by UNICEF and with
SEWA as coordinator. The results were encouraging and the suggestions for improvement are
noted. Continuing the discussion that includes SEWA, Monika Mittal, K.K.Krishnan, Bodhisattwa
Purkayastha, and Pankaj Gupta’s next chapter -Rural Road to Less Cash- A Case Study from SEWA
(Self Employed Women’s Association) looks at how self-employed women in Gujarat who are
members of SEWA are trying to cope with the new economic model of cashless transactions in
their daily lives. With minimum awareness of technology and almost a total dependence on cash,

Introduction xiii
demonization has erected yet another barrier in their lives. The success of M- Pesa (substitute
cash) however, shows the effective and pragmatic adoption of technology by women in rural
India. Demonetization has compelled them to co-opt technology reframe the way money is used.
The authors explores various alternatives such as debit/credit card, mobile wallets, mobile money
transfer, internet banking, and Aadhar Enabled Payment System.
In the next chapter- Performance of Producer Organization: Case of Devbhumi Natural Products
Producer Company Pvt. Ltd, (DNPPCL) Deepak Chamola, Biswajit Behera, Rahul Singh, and A.
Sahay point out that there are few successful and growing community managed producer
organizations such as Devbhumi Natural Products Producer Company Ltd (DNPPCL) that have
created economic and employment opportunities in India. DNPPCL engages over 8000 primary
producers in various livelihood activities and is operational in over 800 villages in Uttarakhand,
a state in the northern part of India. The company engages in production and marketing of
organic honey, tasar silk, dairy and spices. The chapter analyzes the business model of DNPPCL
and shares the lessons learned. In Urban Cooperative Banks in State of Uttar Pradesh – Challenges
and Path Ahead authors Aditya Vardhan and Girish Jain explore the issues of rising NPAs, credit
crunch, pressure on investment returns and adherence to minimum capital adequacy norms. They
analyze the problems faced by Urban Cooperative Bank (UCBs) in the state of Uttar Pradesh
by analyzing 15 randomly selected banks and share insights. In a related chapter -Crowdfunding:
Risks in Reward-based Crowdfunding Vedantam Leela and Manisha Mohnot analyze 15 best known
reward based crowdfunding initiatives in India. They examined their ways of operations and
whether the lenders were exposed to financial risks. The chapter also examines the level of
transparency and disclosures that have been opted and how responsibly entrepreneurs handle the
fund collected through crowdfunding. Finally, the authors explores the importance of regulation
on crowdfunding business to protect fund lenders’ interest and accountability fixation for proper
handling of public money.
The chapter Who is ‘the’ Healthcare Customer? Managerial Sensemaking of the Users of Healthcare
Services by Maarit Lammassaari, Esa Hiltunen, and Hanna Lehtimäki examines managerial
sensemaking of the healthcare customer in Finland. A national health and social care reform will
come into effect in 2019 in Finland and one of the key aspects of it to its citizens is a freedom
to choose the healthcare provider from public, private or third-sector service providers. In this
chapter they examine how business managers of private service providers talk about customers
and patients and how that talk contributes to shaping the role of the healthcare customer. Their
analysis enhance our understanding of the managerial sensemaking constructs.
AGRICULTURE, POVERTY ALLEVIATION, SUSTAINABILITY,
AND CIRCULAR ECONOMY
Razing Crops for Urbanization and Industrialization: Is It Sustainable? asks Suryateja, Bejgum,
Jadhav, and Abhyankar in the first chapter in this section. The agriculture sector’s contribution to
employment is at 48.9 percent. This chapter discusses the push and pull factors of urbanization
as India rapidly modernizes with economic liberalization and technological advancement. In the
next chapter- Inclusive Growth through Sustainable Agricultural Development: A Study of IFFCO, Amit

xiv Introduction
Kundu and Arabinda Bhattacharya point out that despite its favourable climate and soil conditions,
more than 30% of the state of West Bengal’s population lies below the poverty line. Imbalanced
use of fertilizers coupled with insufficient application of organics over the years have degraded
soil health causing multi nutrient deficiencies and declining productivity. Recommendations for
reversing this trend are provided. Aashish Mehra and Vaibhav Tripathi in the next chapter titled
Sahaj Crafts: the Challenge of Alleviating Poverty in Western Rajasthan explore the challenges faced
by social enterprises in India. The CEO of SAHAJ Crafts, a social enterprise established in the
Indian state of Western Rajasthan is faced with the question of how to scale up his organization’s
operations. The chapter analyses how the leadership of the organization dealt with conflicting
issues such as dealing with unorganized craft communities, matching up product orientation to
market demands, integrating modern technology, and combating restricted mobility of women
artisans.
Circular Business Model in Practice: An Illustrative Case Study of a Pioneer Company written by Ville-
Veikko Piispanen, Kaisa Henttonen, and Eeva Aromaa demonstrates how the shift from a linear
‘take-make-dispose’ economic model to circular economy incites companies to adopt innovative
business models. They explore a circular business model and the business logic behind it. Such
models require more innovative and collaborative approaches than traditional, linear business
models. The authors interviewed a representative of a pioneer company in circular economy
within the Finnish energy sector. They found that the circular business model has some distinct
differences from the linear business model such as offering of partnerships to their customers
so that they are integrated into their whole value chain. Lessons learned and suggestions for
enhancing such partnerships are listed. In the next chapter- Design for the Environment for Strategic
Sustainability: A Study in Medical Equipment Design authors Hanuv Mann, I. J. Mann, and Nehul
Gullaiyashowthataligningstrategicsustainabilitygoalsisachallengeacrossmanyindustrieswhere
stringent product requirements leave little room to create environmentally friendly alternatives.
They conducted a case study of medical equipment being designed in a manner that increases
functionality and decreases disposability and found that cost is not prohibitive when introducing
re-usable medical tools and equipment. The next chapter in this section -Responsible Mining
Operations in Finland? Case Talvivaara, is authored by Anna Heikkinen and Hannele Mäkelä. They
focus on the corporate responsibility of a mining company operating in the rural areas of Finland.
When the investment decision was made in mid 2000s, the company was welcomed with high
expectations for employment and tax revenue. However, the company has been heavily criticized
for causing severe carbon dioxide emissions, negative impact on tourism, and irreversible damage
on local biodiversity. The company has since suffered from profound financial crises. The chapter
points out the challenges involved in maintaining a balance between ecological sustainability and
business interests.
In the chapter that follows Pandey, Tripathi and Mittal make out a case for evaluating
creditworthiness of a borrower in the rural sector of India by studying the intension based on
psychological factors encompassing attitude and personality traits of the borrowers. In the last
chapter Aggarwal and Elembilassery present a teaching case on sustainable finance that deals
with a dilemma faced by a technology focused venture capital player SAIF Partners, based out of

Introduction xv
India and China, to invest in an Indian MSME (micro, small and medium enterprises) financing
enterprise named Aye Finance.
LEADERSHIP AND ORGANIZATIONAL DECISION MAKING
The first chapter in the final section of this volume is a case study using the appreciative inquiry
(AI), a popular action research methodology. Author John Sim explores the potential for AI to
increase individual and group strategic leadership capacity. In Appreciative Inquiry in Leadership
Development: A U.S. Military Case Study he analyses a leadership summit Initially conducted in 2015
for UTNG as a standalone event to create organizational change, but evolved into a program
for advancing the strategic leadership capabilities of the UTNG Non-Commissioned Officer
Corps. He analysed data derived from surveys and observations from three different summits
and identified generative capacity and collaborative strength as primary learning outcomes in
developing strategic leadership through AI. The second chapter titled The Meaning of Military
Leadership Training to Women’s Competency and authored by Heli Häyrynen and Anna-Maija Lämsä
is also related to miliary leadership training but in another country where they explore it from a
gender viewpoint. They conducted 45 interviews of participants from a special course in conscript
training system in Finland and conducted rigorous analysis to explore the implications of gender
issues in leadership training. Suggestions for addressing the gender gap are also included.
The theme of leadership continues for the third chapter as well. In The Use of a Computer-based
Learning Game in the Teaching of Teamwork Skills in Leadership Work, authors Elina Riivari, Marke
Kivijärvi, and Anna-Maija Lämsä explore the learning from a computer –based learning game
that was used in an undergraduate human resource management (HRM) course in a business
school in Finland between 2013 and 2016. They analysed the relative benefits and costs of using
such pedagogies. In the fourth chapter on leadership -A Leader’s Role: Inclusivity and Trust as
Factors for Cultivating the Sense of Community within geo-disperse organizational teams, Karla Peters-
Van Havel shows that an inclusive and cohesive geo-dispersed team can be cultivated through
the development of a sense of community. While diversity can be a hurdle to group cohesion,
it can also be an opportunity for leveraging strengths and building trust. Her mixed methods
case study using interviews of over a sample of 120 demonstrates the importance of trust and
inclusive thinking when building teams. Though this case study did not directly address all forms
of diversity, it examined the dynamics of inclusion.
Transitioning to the theme of social media, Aditi Mudgal and Amarnath Bose, in their chapter
Influence of Twitter in Fostering Political Involvement/opinions of Young Generation in India discusses
the role of microblogging sites such as Twitter for increasing political participation. Tweets, hash-
tagging and retweeting are popular and powerful mechanisms for information dissemination. It
gives users choices and gives voice to their opinion by filtering relevant information. This chapter
examines the involvement of the younger generation in political discussions on Twitter using
Content Analysis. In the next chapter, Shreya Mishra, Manosi Chaudhuri, and Ajoy Kumar Dey
examine the Facets of Bullying in Higher Echelons.
Their case study explore workplace bullying at the higher levels of organizations. Using
semi-structured interviews of thirteen top executives they found that the higher echelons were

xvi Introduction
equally exposed to bullying as the lower levels. Four categories were identified that explained the
experiences of these targets. They were (i) being ethical or being liked, (ii) targeting the performer,
(iii) politicking peers and (iv) threatening to leader.
In Social Intelligence and Corrections: Applying the Dark Triad to a Correctional System, Tahlia
Bragg shows that there is a gap in the literature in how increasing social intelligence can impact
organizational leadership in the correctional system in the United States. The chapter examines
the application of social intelligence-orientated approaches in a re-entry program and the impact
on the organizational leadership within a correctional facility. Suggestions for improvement are
furnished. In the next chapter – You Are God: Anthroapotheology, Appreciative Intelligence®
, and Esoteric
Monism for Human Enhancement author Cleveland Sigh draws a connection between apotheosis,
ancient esoteric traditions, leadership, systems theory, and Appreciative Intelligence®
to propose
a concept that enhances human potential and enriches human experience. Tero Montonen, Päivi
Eriksson, and Eeva Aromaa in their chapter Health Scientist as an In-betweener: A Sensemaking Story
explores how scientist think and create new knowledge in higher education in Finland. Using
critical sensemaking as the theoretical approach, they examine how scientists give meaning to the
ongoing stream of events and activities, including personal aspirations, expectations and setbacks,
which take place at the crossroads of science and entrepreneurship. The next chapter- Jaiprakash
Associates Limited: Spurring Growth Through Efficient Procurements authored by Soumyajyoti Datta
and Rohit Kapoor explored the challenges faced by Jaiprakash Associates Limited in the procurement
of raw materials for four construction sites in Bhutan. The company faced poor inventory control
mechanisms along with uncertainty in the demand for the item and lead time for replenishments.
The case study in the chapter explores the intricacies in deciding the appropriate order quantity
and time for ordering in the backdrop of social, political and regulatory factors.
Johanna Kujala, Valentina Battista, Lorenzo Lucianetti, and Anni Paavilainen in their chapter
Legitimating Managerial Moral Decisions: A Comparison between the Finnish and the Italian Cases
examine how cultural context influences managerial moral decision-making. They analysed how
managers legitimized the moral aspects of their decision making processes in Finland and Italy.
While economic interests are supreme for most corporate leaders, moral factors too must weigh
in even though there are significant culture and economic differences between Italy and Finland.
The next chapter- Achieving Success in Fast-track Construction Projects: A Study in Indian Context by
Harish Reddy and Pradeepta Kumar Samanta examines exactly what they share in their title. Fast-
track process is a method of construction by which actual construction is commenced prior to
the completion of all design, planning, bidding and sub-contraction stages in order to alleviate the
effects of inflation. Their case study highlights the challenges, risks, and impact on the stakeholders
during the construction of fast-track projects in India. The next chapter about Financial Decision
Making Strategy by Paresh Shah focuses on financial decision making strategy adopted by State run
Parshwa University (PU). The organizational hierarchy starts at the top with the Chancellor, Vice-
Chancellor (VC) and other officers. The affairs of the PU are managed by three different bodies
such as the Senate, the Syndicate, and the Academic Council. The case study discuss the challenges
faced by the VC when it was decided to form three separate departments. Recommendations for
managing such complex power dynamics are provided.

Introduction xvii
We hope that the chapters in this volume have given the readers some critical perspectives
regarding the latest advances in social change, leadership and organizational decision making.
There are plenty of indications that the field of social change as an academic discipline and
practice field is thriving and continuing to serve its social justice and transformational imperatives.
As the wealth gap between the top one percent and the remaining 99 percent continues to expand,
intentionally addressing the social injustice in society is paramount. Chapters in this volume
show how thoughtful and compassionate individuals, entrepreneurs, and even organizations can
undertake that mission of gradually creating positive social change.

SECTION
1
SOCIAL ENTREPRENEURSHIP
AND FINANCING SOCIAL CHANGE

CreatingValue From FoodWaste: Case
ResQ Club
Malla Mattila*
, Nina Mesiranta**
, Anna Heikkinen***
and Suvi Turunen****
Abstract
Food waste is currently a major sustainability challenge. This study adopts a sustainable business model lens to examine
how value is created from food waste. This case study focuses on a Finnish start-up called ResQ Club that provides an
online platform through which restaurants can sell leftovers to consumers at discount rates. The case study seeks to
contribute to the literature on sustainable business models. As a managerial implication, the case offers insights into both
small and large companies on how to adopt sustainable elements in their businesses.
Keywords: Value Creation, Food Waste, Sustainability, Business Model, Qualitative Case Study
Introduction
Food waste is an increasing sustainability challenge all over the world. The Food and Agriculture
Organization of the United Nations has estimated that globally one-third of food produced for
human nutrition is lost or wasted, amounting to about 1.3 billion tons every year (FAO, 2011).
In developing countries, the biggest part of food waste emerges in the early phases of the supply
chain, whereas in developed countries it occurs at the end of the supply chain (Aschemann-Witzel
et al., 2017; Cuéllar & Webber, 2010; Parfitt et al., 2010). The issue of food waste is closely linked
with environmental (water, climate change, and availability of resources), economic (resource
efficiency, waste management, and consumption), and social (health and equality) impacts
(Stenmarck et al., 2016).
* Corresponding author, Postdoctoral Researcher, Faculty of Management, University of Tampere, Tampere,
Finland
E-mail: malla.mattila@staff.uta.fi
** Postdoctoral Researcher, Faculty of Management, University of Tampere, Tampere, Finland
E-mail: nina.mesiranta@staff.uta.fi
*** Professor, Faculty of Management, University of Tampere, Tampere, Finland
E-mail: anna.l.heikkinen@staff.uta.fi
**** Master Student, School of Business, Aalto University, Helsinki, Finland
E-mail: suvi.turunen@aalto.fi
Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective
or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision
making or endorse the views of the management.

14 Advances in Social Change, Leadership and Organizational Decision Making
The increasing amount of food waste creates global demand for solutions that prevent and
reduce food waste throughout the food supply chain. Both research and practical initiatives
are needed. These initiatives should focus on either diminishing the factors that encumber
the environment or, developing positive aspects that enhance the conditions of surroundings
(Abdelkafi & Täuscher, 2016). Companies and managers control substantial resources (finance,
capabilities, and knowledge) that are required to develop new solutions to sustainability challenges
and push the society towards sustainability transformations (Schaltegger et al., 2012).
Sustainability in business means considering and balancing the environmental, social and
economic aims, and various interests of stakeholders involved in a company’s operations (Hart &
Milstein, 2003; Schaltegger et al., 2016). In this study, the focus is on sustainable business models
also called as business models for sustainability (Abdelkafi & Täuscher, 2016; Schaltegger et al.,
2016) or green business models (Beltramello et al., 2013; Høgevold, 2011; Sommer, 2012). These
models aim to incorporate sustainability in the company’s value creation and value capture logic.
Previous research on sustainable business models has presented frameworks for categorizing
sustainable business models and conceptualizing different elements (Abdelkafi & Täuscher, 2016;
Bocken et al., 2014; Schaltegger et al., 2016). Empirical research on sustainable business models for
food waste is still scarce, and this is what this study aims to address. In addition, previous research
focusing on sustainable business model (innovation) development has largely concentrated on
already-existing businesses (Boons et al., 2013; Schaltegger et al., 2012; Stubbs & Cocklin, 2008;
Yang et al., 2015). In this study, the attention is shifted to “born sustainable” business models
whose business strategies arise from sustainability. To study this phenomenon, ResQ Club is used
as the case company. ResQ Club is a Finnish start-up company, established in late 2015. It focuses
on, through its offering, actively diminishing food waste accrued in restaurants.
Objectives
This case study focuses on examining value creation from food waste. The study adopts a
sustainable business model lens and scrutinizes a Finnish start-up company called ResQ Club that
offers an online application through which restaurants can sell leftover meals to consumers. The
research question of the study is the following: How is value created from food waste in a start-up
company ResQ Club? We explicate the value creation by identifying and analyzing ResQ Club’s
value proposition and value network.
Theoretical Background
An abundance of research has utilized the concept of business model, which refers to a company’s
unique description of value creation, delivery, and capture (Teece, 2010; Zott et al., 2011).
The business model frames the company’s strategy by explaining how the company’s various
activities related to its strategy, and how the strategy and the external environment are connected
(Inigo et al., 2017; Spieth et al., 2014; Teece, 2010). The traditional view approaches business
models from a firm-centric perspective, based on the neoclassical theory proposing that the
primary goal of business is to create economic profit for the company and its customers (Stubbs
& Cocklin, 2008; Teece, 2010). From a sustainability perspective, this view has been criticized as

CreatingValue From FoodWaste: Case ResQ Club 15
inadequate for describing complex environmental and social systems where business takes place.
Accordingly, the entire logic of doing business, i.e. the business model should be re-examined
(Schaltegger et al., 2012).
A growing body of research on sustainable business models has sought to transform the
traditional view of business models by bringing forward the multiple opportunities for combining
economic profitability with social and environmental value creation (Hart & Milstein, 2003).
Sustainable business model research includes studies on business model patterns and archetypes
(Abdelkafi et al., 2013; Bocken et al., 2014). For instance, Bocken et al. (2014) have categorized eight
sustainable business model archetypes within three broader groupings: technological (material
energyefficiencymaximization,valuecreationfrom“waste,”andrenewablesandnaturalprocesses’
substitution), social (delivery of functionality rather than ownership, stewardship role adoption,
and sufficiency encouragement), and organizational (society/environment repurpose and scale
up solutions’ development). In addition, previous research has focused on the interconnections
between sustainability strategy and business models (Schaltegger et al., 2012; 2016). This stream
of research highlights how these models aim to incorporate and balance environmental, social,
and economic aims, together with the view that sustainability is a strategy, not an addition to
it (Schaltegger et al., 2016). Previous research has also suggested that technological innovation
alone cannot address sustainability matters because it is a systemic and multi-layered issue (Geels,
2010). Business model innovations for sustainability can be categorized as evolutionary, where
gradual changes or adjustments are made to the existing business model, and as radical, meaning
an entirely new business model and organizational capabilities (Inigo et al., 2017).
In this paper, the definition of sustainable business models as proposed by Schaltegger et al.
(2016, p. 6) is followed:
A business model for sustainability helps describing, analysing, managing, and
communicating: (i) a company’s sustainable value proposition to its customers, and all
other stakeholders, (ii) how it creates and delivers this value, (iii) and how it captures
economic value while maintaining or regenerating natural, social, and economic capital
beyond its organizational boundaries.
The definition emphasizes sustainability as an integral part of a company’s value creation and
capture logic. This approach also shows how companies can create value for various stakeholders,
including for instance local communities, the society, the natural environment, and how value
is distributed among these stakeholders (Zott et al., 2011). This expands the traditional business
model perspective focusing on investors, managers, employees, and customers (Inigo et al., 2017).
Accordingly, the adopted definition enables moving from the firm-centric perspective toward
networked business models and the network relationships of companies involved in value creation
activities for sustainability (Bankvall et al., 2017). It also pinpoints the core elements of a sustainable
business model. The first core element is the value proposition, which concerns value exchange
relationshipsbetweenacompanyanditscustomers.Withinsustainablebusinessmodels,thismeans
that companies provide both environmental or social and economic value through their offerings
(Boons & Lüdeke-Freund, 2013). The second core element is the business infrastructure (upstream
relationships, i.e. suppliers) and the third is the customer interface (downstream relationships, i.e.

Social Innovation:TheY-Foundation Case
Soilikki Viljanen*
, Anna-Maija Lämsä**
and Juha Kaakinen***
Abstract
The starting point of this paper is that advancing social inclusion – making all groups of people feel important and valued
– is crucial to consider since it advances the quality of life and development of humans, organizations, and societies.
The objective of this paper is to introduce the case of a social innovation called the Y-Foundation. The Y-Foundation
is a social enterprise operating in Finland and aiming to promote opportunities for homeless people. Having a home
can make solving health and social problems much easier. In addition, a linkage between ethics and innovation in the
Y-Foundation’s operations is discussed.
Keywords: Case Study, Ethics, Finland, Social Business, Social Enterprise, Social Inclusion, Social Innovation
Social Innovation: TheY-Foundation Case
Social systems in many countries are currently facing significant challenges that call into question
their social services and structures. Many societies are experiencing increasing inequalities and
major demographic transformations, such as an aging population and growing immigration
(Groot & Dankbaar, 2014). From the viewpoint of responsibility for producing social services and
support, the challenges stretch the societal systems to their limits and push to develop innovations
and novel ways of acting (Eurich & Langer, 2015).
The starting point of this paper is that advancing social inclusion – making all groups of people
feel important and valued in the society – is crucial to consider in developing social innovations
to respond to challenges, as social inclusion advances quality of life, human development, and the
prosperity of organizations and societies (Robeyns, 2005). It is argued that social innovations are a
critical factor for future success (Rodgers & Söderbom, 2013).
Innovation capability can be found in many arenas, including in companies, which can produce
creative solutions alone and in cooperation with other actors (Baregheh et al., 2009). Social
enterprises represent a rising trend in the world that seeks to advance social innovations with
* Association of Social Enterprises in Finland
E-mail: soilikki.viljanen@arvoliitto.fi
** School of Business and Economics, University of Jyväskylä Finland
E-mail: anna-maija.lamsa@jyu.fi
*** Y-Foundation 1 (3), Pitkänsillanranta 3 A, PL 322, 00531 Helsinki, Finland
Website: https://ysaatio.fi/in-english/

the objective of solving social problems (Smith et al., 2013). Such enterprises aim to combine the
innovation, effectiveness, and resources of a traditional for-profit firm with the values and mission
of a not-for-profit organization (Battilana et al., 2012). In this respect, they exemplify the potential
benefits that can emerge from juxtaposing seemingly contradictory demands (Smith & Lewis,
2011). According to Smith et al. (2013), the interest in social enterprises has recently increased;
thus, knowledge concerning the nature of their activities is needed, and social enterprises’ role in
producing social innovations is an especially topical issue.
Objectives
In this paper, we explore the case of the Y-Foundation, which is a social enterprise in Finland.
Specifically, we discuss a social innovation that has been developed to provide housing for homeless
people with a view to enhancing their quality of life and supporting their inclusion in the society.
The objectives of this paper are as follows:
1. To introduce the Y-Foundation case, and specifically, a social innovation called Housing
First that promotes providing homes for homeless people and enhancing their quality of
life; and
2. To discuss a linkage between ethics and the Y-Foundation’s operations. Here, we limit our
discussion to the relationship between the Y-Foundation and its customers. The customers
are the homeless people whom the organization supports by providing opportunities to
live in their own home.
TheY-Foundationisanexemplarybutexceptionalcase(Eisenhardt&Graebner,2007).Business
is done in its operations, but it is carried out in an atypical way. While traditional businesses aim to
create social value as a by-product of economic value, the reverse is true of the case organization
(Diochon & Anderson, 2011). Such a case can provide interesting, valuable information on the
activities and principles of social enterprises in terms of how they promote their social mission
while doing business. The Y-Foundation case represents a responsible business with an innovative
and ethical aim.
Key Concepts
In this paper, we adopt the definition of “social enterprise” developed by the Social Business
Initiative, which was launched by the European Commission:
A social enterprise is an operator in the social economy whose main objective is to have
a social impact rather than make a profit for their owners or shareholders. It operates by
providing goods and services for the market in an entrepreneurial and innovative fashion
and uses its profits primarily to achieve social objectives. It is managed in an open and
responsible manner and, in particular, involves employees, consumers, and stakeholders
affected by its commercial activities. (Social Business Initiative, 2011).
Following the suggestion of the European Commission, we use the concepts “social business”
and “social enterprise” as synonyms.
Depending on its business branch, a social enterprise can promote various objectives,

Social Innovation:TheY-Foundation Case 25
including social, wellbeing, employment, and cultural goals. The activities of a social enterprise
like the Y-Foundation are independent of the public sector. Many social enterprises use their
profits primarily to promote social objectives and further develop the activities of the enterprise.
Their business model typically emphasizes values and principles, such as openness, customer
orientation, community spirit, and transparency (Lundgaard Andersen et al., 2016). Ethics is an
essential requirement and expectation that is placed on social businesses.
In this paper, we follow the European Commission’s definition of the concept of social
innovation, which is as follows:
Social innovation can be defined as the development and implementation of new ideas
(products, services, and models) to meet social needs and create new social relationships
or collaborations. It represents new responses to pressing social demands, which affect
the process of social interactions. It is aimed at improving human well-being. Social
innovations are innovations that are social in both their ends and their means. They are
innovations that are not only good for society but also enhance individuals’ capacity to
act. (Guide to Social Innovation, 2013)
Nicholls & Murdorck (2012) note that growing interest in the growth of social fragmentation,
growing multiculturalism, and increasing inequality augment the importance of social innovation.
Social innovation is often generated by contradictions, tensions, and dissatisfaction with current
circumstances. However, according to Mulgan (2012), the dynamics of social innovation are not
completely known, and a targeted social innovation theory has not yet been developed.
Social innovation is not a subtype of technological or commercial innovation; rather, it is
equal to and intertwines with them (Nicholls & Murdock, 2012). It has been argued that ethics and
social innovation are inextricably linked (Riivari & Lämsä, 2014, 2017). Factors that can form an
ethical background for social innovation are cooperation, trust in and commitment to equality, and
an idea that it is only possible to observe humanity through interaction. In their study of Finnish
organizations, Riivari & Lämsä (2017) found that the ethical virtues of feasibility, discussability,
supportability, and congruency of management form a fruitful platform for innovativeness.
According to them, such organizational practices as human resource development, organizing
communication and feedback channels, as well as providing discussion forums, accommodating
organizational learning and building trust in the organization, are important for establishing the
ethical virtues that can support organizational innovativeness.
Methods
This case organization, the Y-Foundation, aims to end homelessness in Finland. According to its
mission, it supports health and social welfare by providing affordable, good-quality rental housing
to people who have difficulties in finding accommodation in general housing market, thereby
serving to uphold their human dignity. The foundation was established in 1985. The letter “Y’ in
Y-Foundation comes from the first letter of the Finnish word yksinäinen (lonely), representing the
organization’s original idea to provide small rental apartments for single homeless people. Income
from rents and other assets are used to increase the Y-Foundation’ housing stock. The organization
has been recognized for its business performance. It received the World Habitat Award in 2014 and

Will UBI (Universal Basic Income) be the
Perfect Social Security Scheme for India?
Ritu Srivastava*
and Himani**
Abstract
A universal basic income is a form of social security which is unconditional and universal. It requires that every person
should have a right to a basic income to cover their needs, just by virtue of being citizens. Basic income pilots have been
conducted in various countries and now the concept has gained momentum even in India. Several welfare schemes were
launched by the Indian government since independence but they have been plagued with corruption, cost a vast amount,
provide low-quality food, and are prone to exclusion errors, that is leaving out the really deserving and needy. The
existing policies have left over 350 million people, about 30% of the population, mired in poverty, even after two decades
of high economic growth. The Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA) as a social
security scheme has had a mixed effect. Due to these and other reasons, the idea of the universal basic income (UBI)
is being considered by the policymakers in India. In 2011, two pilots were launched to test the impact of basic income
grants, funded by the United Nations Children’s Fund (UNICEF), with the Self-Employed Women’s Association (SEWA)
as coordinator. The results of these tests were highly encouraging. It remains to be seen whether UBI can address the
challenges faced by the previous social security schemes.
Keywords: Universal Basic Income, Social Security
Introduction
According to the International Labour Organisation (ILO), the concept of social security is defined
as follows:
The protection that a society provides to individuals and households to ensure access
to health care and to guarantee income security, particularly in cases of old age,
unemployment, sickness, invalidity, work injury, maternity or loss of a breadwinner.
Social security was established as a basic human right in the ILO’s Declaration of Philadelphia
(1944) and its Income Security Recommendation, 1944 (No. 67). Social security programs act as a
* Assistant Professor, International Business & Economics, Birla Institute of Management Studies, Greater Noida,
India
E-mail: ritu.srivastava@bimtech.ac.in
** Manager – HR & Administration, Birla Institute of Management Studies, Greater Noida, India
E-mail: hemani@bimtech.ac.in

Will UBI (Universal Basic Income) be the Perfect Social Security Scheme for India? 35
strategictoolforeconomicgrowthaswellassocialdevelopmentasitpreservestheproductivityand
social health of the labor force of the nation. Globally, it is recognized as a right that is guaranteed
by constitutions across the world and governments have derived their obligations from the
constitutional provisions (ILO Global Study, 2016). The Belgian constitution provides the right to
social security to its citizens by referring to the right to live a life in conformity with human dignity.
It consists of a non-exhaustive list of economic, social, and cultural rights including the right to
employment and free choice of an occupation. In France, national public bodies set out directives
for social security schemes managed by a group of local private funds for sickness or accidents at
work and occupational diseases, family, old age, and unemployment insurance. Interestingly, it
should be pointed out that the United Kingdom spends significantly on the provision of financial
support for citizen’s welfare. Russia being a social state ensures state allowances and pensions with
guaranteed minimum wages besides a minimum subsistence level of support for every citizen.
Moral hazard and adverse selection risks have prevented private insurance providers to offers covers
for labor market risks (Priya Ranjan, 2015). Hence, social insurance programs are mostly provided
for by the governments. Unemployment has emerged as a big problem in India (Table 1) and
jobless growth since 2011–12 has become a grim situation for the government as reported by the
Wire (2017). The economic survey 2016–17 has introduced the concept of universal basic income
(UBI) to be implemented in future in India. According to a World Bank report (2016), around 5%
of the gross domestic product (GDP) in 2015–16 had been allocated by the central government on
welfare schemes, yet India remains a country with the “largest number of people living under the
international US$ 1.90-a-day poverty line.” UBI if introduced as a supplementary social security
scheme would be a fiscal burden. The government faces the challenge of implementation of this
scheme either as supplementing the existing social welfare schemes or replacing them totally with
this additionally introduced basic right of the Indian citizens to a modest minimum income to
provide for their dignified existence.
Table 1: Unemployment Ratea
Rural Urban
Male Female Male Female
2011–12 2.7 5.6 3.4 12.5
2012–13 4.0 5.8 4.2 12.8
2013–14 4.2 6.4 3.9 12.4
2015–16 4.2 7.8 3.3 12.1
a
Unemployment Rate = (No. of unemployed persons/labor force) * 1000
Source: Indian Labour Statistics 2015, Government of India, Ministry of Labour and Employment, Labour Bureau.
Objective of the Study
Casual labor provides for around 51% of the income of the rural poor and around 34 % for
urban poor. Unstable income sources have resulted in around 30% of its population living below
the poverty line (according to the World Bank Standards). The need for effective social security
programs remains high and hence, the government has introduced the concept of UBI for
deliberations to aid future policy formulations. This study aims to understand the basic income

experiments conducted in other nations by the governments and their overall impact on the
social security needs of their citizens. The main objective is to cognize the various procedures for
implementation of UBI based programs related to governance and monitoring.
Global Experiments Related to Basic Minimum Income
Guaranteed Minimum Income Programs in Brazil
In 1995, in the city of Campinas and in the Federal District, Guaranteed Minimum Income
Programs were started, which may be seen as steps toward the unconditional basic income. In
both cases, those families with a monthly family income below half the minimum wage per capita
were entitled to receive a complement of income if the family had children in school, attending
at least 90% of the time. Whereas, in Campinas, the family benefit was in accordance with the
number of members of the family, while in the Federal District the benefit was made exactly
one minimum wage, regardless of the size of the family. From then on, other municipalities also
instituted programs with variations on the benefit design based on the same principle. The various
social programs that comprise all direct income transfer programs that exist in several federal
organizations are as follows: Bolsa Escola, Bolsa Alimentação, Bolsa Renda, and Programa de
Erradicação de TrabalhoInfantil (PETI; Program to Eradicate Infant Work), Young Agent, Gas
Help, and the social benefits established by the 1988 Constitution, the rural social security, the
continuous assistance, and the vital monthly income.
• Bolsa came into nation wide existence in 2001 with the objective to transfer US$ 8.02, US$
16.04, or a maximum of US$ 24.06 per month to families with a monthly income below half
the minimum wage, with, respectively, one, two, three or more children up to six years of
age, or pregnant women with nutritional problems. It was initiated in 1995 in the outskirts of
Campinas. The total expenditures for this program were estimated to be US$ 160.42 million.
• The PETI (Child Labour Eradication Program) which started in 1996 by the Federal
Government with support from International Labour Organisation transferred monthly
US$ 13.36 in rural areas and US$ 21.39 in urban areas to families that live in regions with
serious problems of heavy child labor. These benefits were linked to the condition of sending
children from 7 to 14 years of age to school and not to send them for work. In 2002, the total
expenditure was around US$ 126.09 million for this program.
• The Young Agent Program transferred monthly US$ 34.75 to those 15 to 17 years old from
poor families in risky situations. In this program also the condition was to send the children
school and engaging in community activities. It was a part of Bolsa Familia program that
was started in 2003 by merging Bolsa Escola with Bolsa Alimentação (anti-hunger programs)
and Auxílio Gas (a transfer to compensate for the end of federal gas subsidies). In 2002, the
estimated expenditure was around US$ 27.75 million.
• Gas Help Program transferred monthly payments of US$ 8.02 to poor families, including
those of the former programs. In 2002, the expenditure on this program was US$ 481.28
million.
• The Social Assistance and Security Ministry ran the Continuous Social Benefit Program and

Performance of Producer Organization:
Case of Devbhumi Natural Products
Deepak Chamola*
, Biswajit Behera**
, Rahul Singh***
and Arunaditya Sahay****
Abstract
The government of India has the mandate to double the farmers’ income by 2022. One of the strategies government
implemented is to promote producer organizations through various schemes and institutional framework. There are
evidences of failure of many producer organizations. However, there are few community managed producer organizations
which are successful and growing and at the same time created economic and employment opportunities, such as
Devbhumi Natural Products Producer Company Ltd (DNPPCL). It engages over 8,000 primary producers in various
livelihood activities and is operational in over 800 villages in Uttarakhand. The company engages in production and
marketing of organic honey, tasar silk, dairy products, and spices. It has contributed in increasing income of primary
producers, creating job opportunities for local people, getting the best price for products in the market. This paper intends
to study the business model of DNPPCL, its performance in terms of growth, and impact as well as factors behind the
performance of the organization.
Keywords: Producer Organization, Producer Company, Entrepreneurship, Livelihoods
Introduction
DevbhumiNaturalProductsProducerCompanyLtd(DNPPCL)isregisteredundertheCompanies
Registration Act 1956 in the year 2007. It was established in the year 2007 with the support of
Appropriate Technology India (AT India) – a not for profit organization working in Uttarakhand.
This company is owned by 8,561 primary producers from over 800 villages in Chamoli, Dehradun,
Pauri Rudraprayag, Tehri, and Uttarkashi districts of Uttarakhand. The primary producers mainly
deal with beekeeping, organic honey production, sericulture, organic spices, dairy, etc.
* Technical Expert, GIZ, New Delhi
E-mail: deepakchamola@gmail.com
** Technical Expert, GIZ, New Delhi
E-mail: biswa_dasapalla@yahoo.co.in
*** Associate Professor, Birla Institute of Management Technology, Greater Noida, UP
E-mail: rahul.singh@bimtech.ac.in
**** Dean (Research), Birla Institute of Management Technology, Greater Noida, UP
E-mail: arun.sahay@bimtech.ac.in

The business model of the DNPPCL thrives upon providing the critical marketing services
to rural producers that include production management collection, grading, storage, product
development, processing, packaging, distribution, branding, etc. The model operates in a five tier
structure: Primary producer level which then mobilized into village level producer groups, valley
level association comprised operational villages, district level, and central level. The production
and primary processing takes place at the village level whereas the advanced processing, packaging,
and marketing is managed at the central level. DNPPCL connects rural primary producers to
mainstream markets and also enables them to take advantage of the greater opportunities by
participation as shareholders and board members.
Though the company faced challenges in initial years of its establishment, gradually it has
become profitable. In 2012, the company bagged the best micro-enterprise award instituted by
the City Bank Foundation. With an annual turnover of US$ 0.28 million in 2015-16, the annual
turnover of DNPPCL has been steadily increasing over the past few years. The company has
impacted lives of hundreds of local producers mostly women by creating livelihoods options,
developing skills and entrepreneurship locally, linking producers with the market, building local
institutions for decentralized decision-making, etc.
This successful model of producer organization has potential to be replicated elsewhere. In
this backdrop, the case study has the following objectives:
• To study business model of DNPPCL;
• To study performance of DNPPCL in terms of growth and impact; and
• To study factors influencing the performance of DNPPCL.
Literature Review
Producer organizations are rural businesses that are generally owned and controlled by small-scale
producers and engage in collective marketing activities (Buckley, 2007; Bijman & Hanisch, 2012).
Bosc et al. (2002) considered Producer Organizations (POs) as a hybrid organization which aims to
make a profit but they also perform multiple functions that are non-profit.
According to NABARD (2015), a PO is a legal entity formed by primary producers, namely,
farmers, milk producers, fishermen, weavers, rural artisans, and craftsmen.
The Rural Producer Organizations may have five types of function: economic (supply,
production, processing, and marketing of goods and services, management of factors of
production like water, land, labor, agricultural equipment), social benefiting members and or
local community (cultural, education, training, health, drinking water, and mutual support),
representation (advocacy and voice), information sharing/capacity building, and coordination
(Bosc et al., 2002).
In India, there are various legal forms of POs (cooperative society, producer company,
non-profit society, trust, section 8 company) where farmers are engaged in production activity
(NABARD, 2015). However, scholars mainly considered the Cooperative and Producer Company
under PO as their philosophy supports collectivization of farmers and they have legal provisions
for sharing of profit earned by the PO by way of the dividend unlike other legal forms. Other legal

Performance of Producer Organization: Case of Devbhumi Natural Products 57
forms of PO (non–profit society, trust, section 8 company) can reinvest the surplus generated in
the business itself.
Even though the government has the mandate to promote POs through resource institution,
there are very few examples which are economically viable. The major problems observed with
regards to POs in India are poor skills of professionals, lack of vision and direction from the board
of directors (BoD), operational problems like low equity base due to low share value (share capital
ranged from Rs. 1-5 lakhs across PCs), inability to attract capital or credit from outside though
some promoting agencies had routed grants to the PCs or managed credit through joint ventures,
poor marketing and value addition expertise, and no or poor business plans which were needed
for obtaining finance (Murray, 2013). It is in this context important to understand how a successful
PO operates, how it performs with regards to impacting community members, and what factors
influence its performance.
Methodology
The study follows case study method to gather in-depth data and acquire a holistic perspective
of the context and conditions under which DNPPCL operates and perform a collective action,
incentivize participation among small and marginal producers.
The case study attempts to investigate a contemporary phenomenon within its real life
context, especially when the boundaries between phenomenon and context are not clearly evident
(Yin, 2003).
The complexity of the phenomenon of collective action and the context-dependent and
subjective characteristics of performance of the PO determined the choice of case study approach.
Data has been collected from multiple sources according to the following to verify the validity.
• Focus group discussion with producer groups located at three districts—Chamoli,
Rudraprayag, and Uttarkashi;
• In-depth interview with the staff of DNPPCL, AT India and Ushamath Mahila Mahasangh
Ltd.(UMM), local business service providers (BSPs);
• Participants observation; and
• Review of progress reports and other relevant documents of DNPPCL.
Result and Discussion
Producer groups are supported by DNPPCL in terms of access to credit from banks, aggregation,
value addition, and marketing of products. AT India, a not for profit organization, which facilitated
the development of DNPPCL provides infrastructure, equipment, and capacity building support
to producers. Ushamath Mahila Mahasangh Ltd. (UMM), the sister concern of DNPPCL helps
producer groups to access micro-finance including micro-credit and insurance from banks
(Figure 1).
The producer groups supply their products to village/valley level associations which act
as an aggregator. Each producer group consists of 15-20 members. Generally, the valley offices

Who is ‘The’ Healthcare Customer?
Managerial Sense-Making of the Users of
Healthcare Services
Maarit Lammassaari*
, Esa Hiltunen**
and Hanna Lehtimäki***
Abstract
This research examines managerial sense-making of the healthcare customer in Finland. A national health and social
care reform will come into effect in 2019 and one of the key aspects of it to the citizens of Finland is a freedom to choose
the healthcare provider among public, private or third-sector service providers. As such, it will transform the public driven
healthcare system into a system, where the agency of healthcare customers will change. In this study, we examine how
private service providers’ business managers’ talk about customers and patients and how those talks contribute to shaping
the role of the healthcare customer. This research will increase the understanding about the ways by which managerial
sense-making constructs a user of healthcare services by supporting certain discourses while weakening others.
Keywords: Healthcare, Customer, Patient, Sense-Making, Finland
Introduction
This study examines managerial sense-making of the healthcare customer in Finland. This research
illustrates how managerial sense-making constructs the user of healthcare services. A profound
change in health business is taking place when a national health and social care reform will come
into effect in 2019. It will grant customers a freedom to choose the healthcare provider among
public, private or third-sector service providers. As such, it will transform the current public driven
healthcare system into a system, where the agency of healthcare customers will change.
In Finland, the public sector is in charge of providing health services to all citizens. It is in
charge of the basic health services, specialist health services, and social and welfare services for
the elderly and groups with special needs and rehabilitation services. The Health Services Act
* Doctoral Student, Business School, University of Eastern Finland, Kuopio, Finland
E-mail: maarit.lammassaari@uef.fi
** University Lecturer, Business School, University of Eastern Finland, Kuopio, Finland
E-mail: esa.hiltunen@uef.fi
*** Professor, Business School, University of Eastern Finland, Kuopio, Finland
E-mail: hanna.lehtimaki@uef.fi

states that the healthcare system in Finland has to provide equal health services to all citizens
regardless of income or place of living. The goal is to provide preventive treatment and advice
and to decrease demand for health services. The private sector service providers add to services
provided by the public sector (Stenvall & Virtanen, 2012).
With the healthcare reform, the service management discourse spreads in the healthcare
industry and has an impact on the ways by which patients are treated as customers (Nordgren,
2008). This is visible, for instance, in the ways by which patients are referred to as customers or
consumers. This shift in the language practices shapes the business practices and has an impact on
what is considered as valuable, important, necessary or as unnecessary, evaded and disconcerting.
There are calls for the need for theoretical lenses from areas such as organization studies to
assist to conceptualize the role of patients in healthcare organizations (McDermott & Pedersen,
2016). This paper illustrates with sense-making theoretical lens how language practices shape the
conception of patients and their roles in healthcare.
The paper is structured as follows. In the next section, the objective of the research is presented
and then the theoretical framework of the study is introduced. Thereafter, the methodology of
the intensive case study will be explained. In the empirical section, the analysis and results of the
study will be discussed. The paper proceeds to provide a discussion of the findings in relation to
the theoretical discussion on conceptions of patients and their roles in healthcare. The paper ends
with the theoretical contributions, practical implications, and conclusions.
Objective
This study examines managerial sense-making of the healthcare customer in Finland. The
particular focus of this research is to explore how business managers of private service providers
talkaboutcustomersandpatientsandhowthattalkcontributestoshapingtheroleof thehealthcare
customer. The results of the study seek to contribute to an ongoing theoretical discussion on
conceptions of patients and their roles in healthcare (McDermott & Pedersen, 2016).
Theoretical Framework
The healthcare reform indicates changes in the role of the patient as in many countries the reform
rests on the New Public Management (NPM) ideology that posits healthcare as a service market
and an individual-rights discourse that promotes a right of a patient to choose doctor and type
of treatment (Nordgren, 2008). The change in the ideology and discourse implies changes in the
roles, expectations, and duties of the various actors. In the healthcare market, healthcare providers
turn into service providers, healthcare professionals (doctors, nurses, etc.) turn into knowledge
resources, patients become customers or consumers, and governments become investors in the
market.
Prior research has provided knowledge on the changing role of the healthcare customer.
McColl-Kennedy et al. (2017) present a systematic literature review on both healthcare research
and service research. Their review shows that the conceptualizations of the changing role of
the patient into a customer imply a re-orientation whereby patients are no longer expected to
comply with orders and be at the mercy of the healthcare professionals treatment but instead

Who is ‘The’ Healthcare Customer? Managerial Sense-Making of the Users of Healthcare Services 93
an active customer contributing co-creating value with healthcare service providers. McDermott
& Pedersen (2016) illustrate the conceptions of patients and their roles in service delivery and
improvement by introducing a typology of “ideal type” patient positions in healthcare.
McDermott & Pedersen (2016) emphasize the need for theoretical lenses from areas such as
organization studies to assist to conceptualize the role of patients in healthcare organizations.
Analyzing healthcare business managers talk through the sense-making lens emphasizes how
individuals give meanings to events. The concept of sense-making has its foundations in the
1960s and 1970s but attracted growing interest in organization studies in recent decades (Maitlis
& Christianson, 2014). Sense-making as a social psychological process focuses on how meanings
are attached to events and circumstances (Weick, 1995; Weick et al., 2005). Nordgren (2008) has
explored the transformation of language practice and analyzed the performativity of the service
management discourse in healthcare. This research provides new knowledge on the ways by
which managerial sense-making constructs a user of healthcare services by supporting certain
discourses while weakening others.
Research Methodology
The research follows the intensive case study method which emphasizes both the interpretation
and the understanding of the case, which enables examining sense-making processes in a particular
context (Eriksson & Kovalainen, 2016). The primary objectives are to understand and study the
case from the inside and build an understanding from the perspective of the subject studied. To
increase understanding of managerial sense-making of constructing a user of healthcare services,
this research analyzes the talk of business managers that represent the changing discourse of
healthcare and that of healthcare customers. The empirical data for the study comes from
a research project that investigates the changing operating environment of Finnish private
healthcare providers. For this purpose, the first author of this paper conducted interviews with
managers in the private healthcare organizations. Semi-structured interviews enabled capturing
detailed information from managers’ experiences of and views on the industry. The interviews
were recorded and later transcribed.
The sense-making processes of four business managers were analyzed in this paper. The
managers were viewed as representing the changing discourse of healthcare customers as the
customer-patients were discussed with multiple conceptions, such as customer, consumer, patient,
and citizen. The interviews were analyzed first through qualitative content analysis by identifying
discussions in which managers talked about customers. Thereafter, it was concentrated on how
managers give meanings to the users of healthcare services.
Analysis and Results
The Changing or Not Changing Customer in Healthcare
Managers make sense of the changing healthcare customer by referring to how consumer and
consumer behavior have changed in general. Both the words customer and consumer are used
simultaneously to describe this change. The same consumer behavior is seen evident in other
industries:

Section
2
AGRICULTURE, POVERTY
ALLEVIATION, SUSTAINABILITY,
AND CIRCULAR ECONOMY

Circular Business Model in Practice:
An Illustrative Case Study of a Pioneer
Company
Ville-Veikko Piispanen*
, Kaisa Henttonen**
and Eeva Aromaa***
Abstract
The shift from a linear “take-make-dispose” economic model to circular economy invites companies to adopt innovative
business models. In this paper, one kind of circular business model—creating value from waste—and the business logic
behind it is illustrated. These types of models often require more innovative and collaborative approaches than traditional,
linear business models, and the aim of this research is to examine business model innovation. A representative of a
pioneer company in the circular economy within the Finnish energy sector was interviewed. The results suggest that the
circular business model has some distinct differences from the linear business model. There is a strong emphasis on the
systematic nature of circular models, which is reflected, for example in the company’s offering of partnerships to their
customers so that they are integrated into their whole value chain.
Keywords: Circular Economy, Sustainability, Business Model, Business Model Canvas, Innovation, Case
Study, Business Opportunity, Value Creation
Introduction
Global mega trends are changing the way we think of our societies, environments, economies,
recourses, and work; globalization, population growth, urbanization, digitalization, and
robotization all lead and contribute to the global transition to circular economy (CE) (Bocken
et al., 2014; Ellen MacArthur Foundation, 2013; Lewandowski, 2016). CE is a new economic
model that aims to reduce and eventually close the resource loop, enabling resources to be used
as many times as possible and allowing sustainable and carbon-free economies to thrive globally
(Ellen MacArthur Foundation, 2013; European Commission, 2016). CE offers value-creation
* University of Eastern Finland, Business School, P.O. Box 1627 FI-70211 Kuopio, Finland
E-mail: ville-veikko.piispanen@uef.fi
** University of Eastern Finland, Business School, P.O. Box 1627 FI-70211 Kuopio, Finland
E-mail: kaisa.henttonen@uef.fi
*** University of Eastern Finland, Business School, P.O. Box 1627 FI-70211 Kuopio, Finland
E-mail: eeva.aromaa@uef.fi

Circular Business Model in Practice: An Illustrative Case Study of a Pioneer Company 125
opportunities for businesses, though the logic demands innovative circular business models
(Boons et al., 2013).
Prior research on business model innovation expressed the need for new business models
within the CE context, yet the topic remains under-studied and real-life cases have not been
extensively addressed (Antikainen & Valkokari, 2016). Due to the nature of CE and because the
circular model requires different approaches to business model innovation than the traditional
linear economic model, the logic and need for new circular business models is different (Boons
et al., 2013; Murray, Skene, & Haynes, 2017). The shift from a linear “take-make-dispose” economic
model to CE invites businesses to adopt innovative business models for managing CE logic (Ellen
MacArthur Foundation, 2013). In a closed resource loop, economic and environmental value
creation is enhanced with more specific business models. Iterative and analytic business model
innovations could also create new circular business opportunities.
The present research focuses on business model innovation (Chesbrough, 2010). As the
economic environment shifts to a more circular model, businesses are encouraged, and to some
extent forced, to create more innovative circular business models for increasing their competitive
advantages, efficiency, and profitability (Murray et al., 2017). We chose to illustrate a circular
business model in this study because disruptive and innovative business models are requirements
for creating circular business opportunities, which further drives the need for understanding
circular business models. There is also a need for practical examples of how businesses can adopt
this model to increase sustainability (Bocken, Rana, & Short, 2015).
To illustrate one circular business model from a pioneer company in the Finnish energy
sector, we conducted an intensive case study consisting of an interview, content analysis, and a
Business Model Canvas as the analytical framework (Eriksson & Kovalainen, 2016; Osterwalder
& Pigneur, 2010). We also used a value-mapping tool to enhance the effect of the CE business
model and ensure that analysis is sustainable (Bocken et al., 2015). The results suggest that the
circular business model has some distinct differences from the linear business model. There is a
strong emphasis on the systematic nature of circular models, which is reflected, for example, in
the company’s offering of partnerships to their customers so that they are integrated into their
whole value chain.
This paper is structured as follows. The next section outlines the theoretical framework of
the study, in which business model innovation and sustainable business models are elaborated.
Subsequently, the qualitative research approach and data are presented. The following section
describes the case and provides the diagnosis. Finally, the paper concludes with recommendations
based on our analysis.
Theoretical Framework
Sustainable business model innovations refer to “innovations that create significant positive and/
or significantly reduced negative impacts on the environment and/or society, through changes in
the way the organization and its value network create, deliver value and capture value (i.e. create
economic value) or change their value propositions” (Bocken et al., 2014). Bocken et al. (2014)

developed the sustainable business model archetypes, which include maximizing material and
energy efficiency, creating value from waste, substituting with renewables and natural processes
(technological), delivering functionality rather than ownership, adopting a stewardship role,
encouragingsufficiency(social),repurposingthebusinessforsociety/environment,anddeveloping
scale-up solutions (organizational). These archetypes can be used as a tool for analyzing, creating,
and developing the existing linear business model so that it is more sustainable. In the present
study, the focus is on one type of business model innovation—creating value from waste—which
consists of eliminating different kinds of waste “by turning waste streams into useful and valuable
input to other production and making better use of under-utilised capacity” (Bocken et al., 2014).
This innovation is hereafter referred to as the circular business model.
The business model Canvastool helps a company’s management team create value for the
business (Osterwalder et al., 2014). Osterwalder & Pigneur’s (2010) Business Model Canvas was
chosen as the primary tool for analyzing the circular business model in the present study. A
business model refers to the activities of a company, how these activities are resourced, how these
activities create value, and how returns are to be realized. Business models also provide a way to
create and deliver value to customers and outline the architecture of revenues, costs, and profits.
Designing and choosing the right business model(s) is a key strategic decision for a company
(Chesbrough, 2010; Osterwalder & Pigneur, 2010). Osterwalder & Pigneur (2010) defines a
business model as “the rationale of how an organisation creates, delivers and captures value.” As
we can see in this definition and many others, value plays a central role in business models. Value
has been traditionally defined as a trade-off between the benefits derived and sacrifices made to
obtain ownership (La Rocca & Snehota, 2014). Delivering value through a business model refers
to finding the right proportions of value creation through production, technology, services, and
customer participation.
The Business Model Canvas consists of nine building blocks (i.e. customer segments, value
proposition, channels, customer relationships, key resources, key activities, key partners, cost
structure, and revenue streams) that show a company’s logic behind making money and creating
value (Osterwalder & Pigneur, 2010). The Business Model Canvas has also allowed business
managers to describe and analyze the business model of another organization or a competitor.
We acknowledge that the existing techniques for mapping business models may be narrow,
especially regarding the environment, sustainability, and stakeholders who require such values
(Bocken et al., 2015). For example, the Business Model Canvas is likely more aligned with
linear business logic and therefore does not reflect the circular, more holistic view of CE.
As such, we also employed the Value Mapping Tool to enhance the Business Model Canvas,
especially regarding environment and society (Bocken et al., 2013, 2015; Osterwalder & Pigneur,
2010). The Value Mapping Tool consists of four wider building blocks:environment (i.e.
environmental value, benefits, and impacts), society (i.e. societal value, benefits, and impacts),
customers (i.e. value as perceived and actual benefits and impacts) and network actors (i.e.
transaction value, investors, suppliers, partners, distributors, media, and research institutes)
(Bocken et al., 2013).

Design for the Environment for Strategic
Sustainability: A Study in Medical
Equipment Design
Hanuv Mann*
, I.J. Mann**
and Nehul Gullaiya***
Abstract
Aligning strategic sustainability goals is a challenge across many industries where stringent product requirements leave
little room to innovate environmentally friendly alternatives. A case is made for medical equipment being designed in
a manner that increases functionality and decreases disposability. Learning from the case indicates that cost is not
prohibitive when introducing re-usable medical tools and equipment when innovative solutions satisfy stringent
standards and can provide superior functionality.
Keywords: Medical Device, Sustainable Product, Sustainable Product Development, New Product
Development, Case Study
Introduction
Sustainable product design refers to the development of products that consider the environmental
impact of manufacturing and supporting such products along with their social and financial effects.
Though the average consumer is well-sensitized to sustainable lifestyle products, their growth in
the medical device industry has been somewhat sluggish (Shimanuki & Saiki, 2012; Westgard,
2013). Traditionally, most medical devices are developed around disposable technologies due to
the need for sterility (Luczak, 2012). In addition to this, the last three decades have seen stringent
standards being mandated to manage process and product quality in the medical industry as
well as to reduce health and safety risks associated with devices (Martins et al., 2015; Nepal et
al., 2011; Razak et al., 2009; Ullmann et al., 2013). The concept of ready disposability or fixed-
term use is usually directly in conflict with sustainability unless technologies are developed to
* Department of Business and Administration, University of Winnipeg
E-mail: hmann@connect.carleton.ca
** Sprott School of Business, Carleton University, Ottawa, Canada
E-mail: ijsmann@connect.carleton.ca
*** Indian Institute of Technology, Delhi
E-mail: nehul@egonblue.com

reprocess and reuse medical equipment without compromising safety and sterility. The possibility
to reprocess and reuse depends on the size and functionality of the device. However, with single
or limited use being one of the most prominent driving factors, product design decisions often
favor cost-effectiveness over sustainability (Metta & Badurdeen, 2013; Sharma & Jha, 2016;
Terziovski et al., 2003).
However, with sustainability goals influencing commercial product lifecycle all over the
world, companies have taken major strategic decisions towards sustainable product design, raw
material sourcing with lowest carbon impact, introduction of re-cycling technologies in product
manufacturing, digital marketing, and product support (Berle, 1991; Grin et al., 2010; Rebelo
et al., 2014; Rebelo & Santos, 2012). The medical device industry has not remained unaffected
by this global shift towards sustainable products with all major medical device manufacturing
corporations declaring annual sustainability goals and introducing alternative technologies
that are environmentally friendly (McAloone & Tan, 2005; Sebhatu & Enquist, 2007; Yang &
Yang, 2011).
It may well be observed that in general, sustainable products are viewed to have a higher
cost of ownership for the customer, a factor that acts as a deterrent towards large-scale adoption
(Belz & Peattie, 2009; Mascle & Zhao, 2008; Shrivastava, 1995). For this reason, understanding
the motivation behind the choice to create sustainable medical devices is required. The objective
of this paper is to analyze the case of a novel sustainable medical device developed by one of the
global leaders in medical equipment, its product life cycle and the effects of increased functionality
and reduced disposability on the commercial success of the medical product.
Literature Review
Two main considerations for medical practices as well as the medical equipment industries are
patient experience and safety, as well as the safety of use of medical devices and equipment. Even
though pharmaceuticals are considered an entirely differently regulated arena; medical devices,
right from their manufacturing to their use have received their own substantial share of scrutiny
(Brown et al., 2008; Vinodkumar & Bhasi, 2011; Terlaak & King, 2006; Terziovski et al., 2003). In
order to manage medical device risk as well as streamline the management processes, regulations
and quality management systems are now either obligatory or strongly recommended, depending
on the geographical location in consideration.
Quality management standards such as ISO 13485 that defines regulatory requirements for
medical device development and ISO 14971 that defines management of risk associated with
a device, drive most large organizations to develop their own quality management and risk
evaluation processes (Bernardo et al., 2012; Guijarro et al., 2012; Ullmann et al., 2013; Westgard,
2013). Returns from creating such a synergistic system can further be mapped in terms of patient
experience, staff experience or simply the reflection on the bottom line as well (Bernardo et al.,
2008; Jørgensen et al., 2006; McCarthy et al., 2016; Zeng et al, 2007).
The next step to streamlining such an integrated system is increasing value creation (Manda
et al., 2016; Sebhatu & Enquist, 2007; Yang & Yang, 2011). Life-cycle analysis is a vital tool to assess
the impact of a medical device in a more holistic manner that takes into account long-term device

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