An Institution is the Lengthened Shadow of One Person. Ralph Waldo Emerson, Self-Reliance, 1841 The leader of an organisation determines the ethical platform of the firm. Many of the managerial decisions taken by the business leaders tend to involve their ethical considerations and preferences. With the growing complexity and dynamism in business, business leaders are urged to choose the path of convenience when faced with an ethical dilemma. The less critical judgement leading to greater tolerance of unethical practices can be attributed to an individual’s ethical perceptions. These perceptions are nurtured over a period of time and are shaped by several independent factors. The present study is aimed at understanding the ethical perceptions of business management students during the two years of preparation for the industry. This study examines the key factors guiding the ethical perceptions of management graduates and also explores the role of factors such as gender, undergraduate background and school board in influencing them.

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The Indian film industry serves as the second movie capital of the world next to only Hollywood, supporting the livelihood of over 60 lakh people. Madame Tussauds museum in London, which has the wax statues of celebrities from across the world, has included as much as 9 Indian Bollywood stars since 2000, which indicates the growing acceptance of Indian movie stars in the International level. Yet, Indian cinema which has been positioned in the international market merely as a commodity for a long time, has started emerging out into a unique product with clear identity and packaging, gaining international crossover appeal. There is a definite improvement in the interest of foreign investors on the Indian film companies. The article aims at exploring the factors which contribute to the recent developments of Indian film Industry leading to the improvement in its International appeal and attempts to identify the disorders which plague its establishment in International market and develop a conceptual framework, which would provide ample inputs to the various stakeholders of the industry.

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Purpose This paper aims to develop a pedagogy combining analytic reasoning with a more exploratory skill set that style practitioners have embraced and business schools have traditionally neglected. It proposes a viable business which will be converted into market opportunities. The study aims to expand the domain of design thinking (DT) by applying the concept in the higher education sector with special reference to management education. Design/methodology/approach This paper emerged out of an application of one of the models of DT in the field of higher education. While several models of DT are deployed by various sectors, the 3I model developed by IDEO in 2001 was chosen as appropriate to design a pedagogy for MBA students. The data were complemented by classroom teaching experiments, evaluation and student performance. Findings This paper provides empirical insights about how a change is brought about during implementing a new pedagogy in the system. This innovative pedagogy was named as “Integrative and Interactive Approach.” It was offered to first-year postgraduate students of management. Research limitations/implications Because of the chosen approach, the research results may lack generalizability. Researchers are encouraged to test the model in a smaller group before implementing. Practical implications The paper focuses on the testing and implementation of DT in innovating a pedagogy with reference to one chosen institute. The cost, benefits and challenges may differ when applied to other institutes of same kind. Originality/value This paper fulfills an identified need to have an integrated approach of teaching in management education using case study approach.