Transformational leadership in AICTE: lessons for organizational excellence

Supplementary materials Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf Learning outcomes First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets. Case overview / synopsis The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization. Complexity academic level This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence. Subject code CSS: 10: Public Sector Management.

Partnership agreements for regenerative medicines: a database analysis and implications for future innovation

Aim: Partnerships have been leveraged to advance the regenerative medicines (RMs) development. This study analyzed the evolution of partnership landscape for regenerative medicines (RMs). Methods: Partnership agreements publicly announced from January 2014 – June 2020 were described. Results: 1169 partnership agreements with total amount of US$63,496 million were identified. Most agreements concerned RMs that were for oncology (25.3%), in the discovery or preclinical phase (66.9%) and gene-based products (45.3%). The most common partnership type is collaborative agreements without licensing. The partnerships between ‘Biotechnology company and not-for-profit organizations’ represented the largest number (n = 416; 35.6%). ‘Big Pharma’ preferred collaboration and licensing agreements with a higher amount. Conclusion: Collaborations between highly specialized players with complementary expertise promote the successful translation of scientific discovery to RMs.

SROI with Assurance Can Help Contributors Distinguish Hypocritical Organizations from Genuine NFPs

The American film Poverty, Inc. alerted citizens to the fact that some “not-for-profit” organizations impair public benefit and seek profit. To avoid to contributing to such hypocritical organizations, this paper considers the possible use of SROI. SROI is an accounting concept used to evaluate NFPs. There is a problem called overhead aversion among contributors. It is hypothesized that spreading the use of assurance on SROI will face this problem. If so, a measure against this is necessary. This paper builds its theory on the existence of negative SROI as a tool to distinguish hypocritical organizations from genuine NFPs from the perspective of welfare economics, and argues that, theoretically, SROI can be negative. This paper then uses a questionnaire-based survey and conducts various statistical analysis to show that disclosure of SROI with assurance is practical. Nevertheless, it is also shown that assurance on SROI faces overhead aversion, a measure against which is provided by an influential paper. Spreading the use of SROI with assurance will trigger a shift from contribution to hypocritical organizations to contributions toward genuine NFPs. Such a shifts in contributions may also improve welfare. The main conclusion of this paper is that SROI with assurance can help contributors distinguish hypocritical organizations from genuine NFPs. Doi: 10.28991/esj-2021-01253 Full Text: PDF

Data Discovery Systems for Not-for-Profit Organizations

Information and communications technologies (ICTs) change the organization's rules of functioning in the contemporary world. The major challenge facing each organization is the necessity to acquire/develop its ability to create, implement and use innovative ICT methods and techniques in all processes it carries out. The study is aimed at not-for-profit organizations. They are in need of organizational, financial, and technological changes in order to fulfil their mission and build their potential effectively. Under existing circumstances these organizations are forced to efficiently use data in resource management. They have to understand that modern ICTs bring internal benefits and contribute to higher efficiency as well as enhanced quality of the services they provide. Data Discovery Systems (DD) are one of the modern technologies which help in achieving these goals. The aim of this chapter is to present the possibility of using DD systems in effective resource management of not-for-profit organizations based on the case study of a selected organization.

Social entrepreneurship in Saint-Petersburg as green economy aspect

Identification of the prospects for the social entrepreneurship expansion as one of the aspects of green economy uses the example of St. Petersburg. We use a statistical method for processing nominal data with the aid of SPSS. The study revealed that social-oriented not-for-profit organizations and government social agencies work with the same social groups and offer similar services. Therefore, to increase the competitiveness of not-for-profit organizations, these organizations should provide services at a high client-oriented level. We found that because of the lack of permanent sources of funding, the problem of fundraising exists. The results of the current study are applicable for improvement of commercial and social practices of social-oriented not-for-profit organizations, in the expansion of services for the additional professional education of such organizations’ personnel, in the development of practices in fundraising and crowdsourcing, in improving applications for grant support from the state, in the diversification of services. We revealed that social-oriented not-for-profit organizations and state social agencies work with the same social groups and offer similar services; we found that the problem of fundraising becomes a priority for this organizations; personnel in these organizations has different education; the representatives of not- for-profit organizations understand the purposes of social entrepreneurship.