Suchergebnisse

Jammu and Kashmir has been a theatre of conflict for almost three decades now. After the outbreak of militancy in 1989–1990 in the Kashmir valley, Doda belt was the first area outside the valley where armed conflict made inroads and affected lives variedly. Based on ethnographic field work, this paper addresses three interrelated questions about the manifestation of militancy in Doda: first, how did the armed struggle for the control of landscape invoke fear ( dehshat) in people and affect their way of living? Second, how did the violence by both non-state and state actors to seek control and assert power transform the local landscape itself? Third, how did the locals negotiate with shifting landscapes embedded with fear and memories of violence? I approach these questions through memory ethnography of the times of militancy ( militancy ka daur). Based on conversations, narratives and participant observation, the article shows that militancy and resultant armed conflict sowed fear in people's lives and altered their relation with space and time in multiple ways. Actors involved in the armed conflict shaped the local landscape by resorting to spatial strategies to control territory and exercise power through fear. As a consequence, locals negotiated with the landscape of fear by conforming to outright commands and through silence. Although militancy ka daur has passed in Doda, the paper argues that it has left deep imprints upon the collective memory of the people.

Purpose
The purpose of this paper is to explore perspectives of academicians in leadership positions in Indian business schools on the sustainability of management education institutions in India.


Design/methodology/approach
Semi-structured interviews were conducted with 20 respondents including directors, deans and vice-chancellors of private and public sector institutions offering management programmes across India. The interviews were audio recorded and transcribed verbatim for analysis.


Findings
All the respondents strongly supported the need for building sustainable management education institutions. Different factors affecting sustainability of institutions that emerged from the interviews included focus on local context and inter-disciplinarity, visionary leadership and culture, country specific curriculum and pedagogy, sustained industry-academia collaboration, faculty orientation, training, retention and growth. On the basis of the factors identified, a directional proposition with the perspective of blue ocean strategy is proposed.


Originality/value
There is a vast scope for exploring issues, challenges and strategies for building sustainable management education institutions. Literature in this field in the Indian context is very limited. This paper is one of the few attempts to study perspectives and experiences of leaders in Indian business schools on the sustainability of their institutions.