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The study endeavors to explore whether the financialization of agricultural commodities, traditionally viewed as a catalyst for price volatility, has any repercussions on food security in BRICS economies.

The empirical analysis employs the examination of three agricultural commodities, namely wheat, maize and soybean. Utilizing data from the Chicago Board of Trade on futures trading for these commodities, we focus on parameters such as annual trading volume, annual open interest contracts and the ratio of annual trading volume to annual open interest contracts. The study spans the period 2000–2021, encompassing pre- and post-financial crisis analyses and specifically explores the BRICS countries namely the Brazil, Russia, India, China and South Africa. To scrutinize the connections between financialization indicators and food security measures, the analysis employs econometric techniques such as panel data regression analysis and a moderating effects model.

The results indicate that the financialization of agricultural products contributes to the heightened food price volatility and has adverse effects on food security in emerging economies. Furthermore, the study reveals that the impact of the financialization of agricultural commodities on food security was more pronounced in emerging nations after the global financial crisis of 2008 compared to the pre-crisis period.

This paper seeks to draw increased attention to the financialization of agricultural commodities by presenting empirical evidence of its potential impact on food security in BRICS economies. The findings serve as a valuable guide for policymakers, offering insights to help them safeguard the security and availability of the world’s food supply.

Very few studies have explored the effect of financialization of agricultural commodities on food security covering a sample of developing economies, with sample period from 2000 to 2021, especially at the individual agriculture commodity level. Understanding the evolving effects of financialization is further improved by comparing pre and post-financial crisis times.

Teaching objectives: to help students review entertainment service and its ecosystem; to discuss leadership anxiety during change management and organizational development; to understand organizational diagnosis while initiating change management exercise; and to compare various strategic alternatives and the implications of selecting an option.

This case narrates dilemma of Krishna Goenkar, a management consultant entrusted to revisit strategic orientations of Mahem Entertainment Society (MES). Mahem is a fictitious state in the west coast of India. MES had been created by the Government of Mahem as a regulatory body to promote the state as a world class destination for entertainment. Public interest guided the organization, as it was a government instituted body. Hence, Goenkar had twin challenges. Firstly, what strategic initiatives should he propose to scale up the operations in spite of the given organizational constraints? Secondly, how to scale up and diversify if required, with minimal resistance? The case would help students get familiarized with entertainment domain, service ecosystem and challenges of driving strategic change in public utilities, especially in Indian and emerging market context.

This case is suitable for graduate-level programme in marketing management.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.

This research aims to improve the performance and productivity of low-level technology organizations using lean tools – value stream mapping (VSM). In order to investigate the application of VSM in low-level technology organizations, this study takes footwear manufacturing organizations as a case study.

Identifying a suitable organization was the first step for conducting the case study, followed by product family identification. Time and motion studies are used to determine the cycle time and identify the value-adding and non-value-adding activities, respectively. After making necessary observations and calculations, the current state map was developed. Different improvement proposals were identified, and the future state map was constructed.

As a result, 56.3% cycle time reduction and 69.7% reduction in lead time were obtained, confirming its application in low-level technology organizations to improve their performance and productivity. This promising result indicates that a significant improvement can be achieved if VSM is applied in low-level organizations other than footwear industries, such as the clothing and furniture industries. Speed is investigated to be one of the parameters in motion study.

This study focuses on low-level technology organizations, specifically leather shoe manufacturing industries. But experiences gained from implementing this study are realistic and applicable in similar organizations.

Performance and productivity improvement are critical issues to be addressed in low-level technology organizations, especially in the leather footwear manufacturing sector. This can be achieved through VSM by identifying and removing the wastes. VSM can be applied to low-level organizations as well. VSM is a powerful tool that helps managers and practitioners in identifying wastes and opportunities for improvement.

The paper addresses applicability of VSM in the production process of low-level technology organizations with an original industrial case study in Ethiopia.

With the increasing realization of the importance of communication for sustainable development, strategic issues such as institutional alliances, public participation and media integration have emerged as indispensable tools in any environmental campaign. This study is an inquiry into India's Swachh Bharat Abhiyan (2014–2019) which is one of the major strategic sustainable development campaigns of the 21st century. The twin research questions raised are (1) What were the major action-plans and the key outreach strategies adopted in SBA? and (2) How the discourse of swachhata (cleanliness) was propagated in SBA?

With response to research question 1, a seven-fold analysis of the strategic aspects of the SBA is undertaken utilizing Willner's (2006) strategic approach to the promotion of sustainable development campaigns. Research question 2 is addressed through a multimodal analysis of the discourse of swachhata (cleanliness) following the Grammar of Visual Design framework of Kress and van Lieuwen (2006).

The campaign employed a 360-degree promotional strategy. It involved print, electronic and social media; promoted inter- and intra-institutional alliances; roped in opinion leaders and opinion formers; and encouraged massive public participation. Strategically, SBA's discourse of cleanliness adhered to the “3R” principles of the United Nation's Sustainability Goals: Reduce, Reuse and Recycle. Tactically, the discourse of cleanliness was framed in the ideas of shame versus dignity and was entrenched in the ideals of commitment to nation and neighborhood, and good citizenship.

One major limitation of this study is the exclusion of certain intervening variables such as (1) access to the state of the art of green technology, (2) green financing, (3) green incubation, (4) sustainable PPP models for SBA and (5) for-profit approach to environmental cleanliness. Future studies can expand the scope of research by incorporating these variables in their analytical frameworks.

This is the first study to undertake a comprehensive analysis of the communication aspect of SBA. This case study, in particular, can be useful for the young research scholars and postgraduate students of Communication, Management and Public Policy.

Narendra Modi’s Bharatiya Janata Party made fighting corruption as a major election plank, and won the 2014 elections, and formed the National Democratic Alliance government – a majority party government in India in nearly 30 years. Modi was re-elected in May 2019 with a bigger majority. As his government celebrates the second term, it is time to assess the last five years’ accomplishments in fighting corruption. This chapter deals with the subject under four major headings. The first examines the efficacy of existing anti-corruption agencies. The second explains the office of Lokpal (Ombudsman). The third analyses the initial challenges and efforts of the Modi government. The fourth draws some conclusions.

This article aims to determine how packaging colour (hue, saturation and brightness) for a healthy food product might influence children's evaluation of the packaging and their attitude towards the brand.

An experiment involving 157 children (7–12 years of age) features a within-subject, factorial design. The product selected for this experiment is an unknown brand of orange juice.

Each colour dimension on packaging exerts an impact on children's evaluation of the packaging and attitude towards the brand. Therefore, the colour featured on packaging can be an effective lever for action to ensure and enhance children's healthy diets.

Further research should investigate these effects across additional product categories, brands and colours.

Packaging is an important marketing tool that influences children's evaluation of the packaging and attitude towards the brand, especially at the point of sale. To understand and exploit these packaging colour effects appropriately for healthy products, it is crucial to understand the effects of various packaging colour dimensions.

Little prior research has addressed the effects of packaging on children's responses, especially by accounting for multiple colour dimensions. Nor has extant research identified how packaging colour dimensions can affect children's evaluation and brand attitude. Especially in consideration of the growing problem of childhood obesity, it is important to give marketers effective ways to promote healthy products.

This case is the second of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case B discusses the start-up challenges for SBM, including implementation in India's complex federal system, workplace culture, and the deep-rooted behaviour of open defecation in rural India and the managerial and communication strategies formulated to address them. The case concludes by framing the difficulties with slow-moving states and monitoring rigour that the leadership SBM, with a new team, strategic focus, and early momentum, faced as the mission entered its final two years.