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Subject area Business strategy and industrial economics. Study level/applicability This case may be used early on in a basic course on strategy in an MBA program or in a course in industrial economics. It can also be used in a session of an executive development program on strategy. Case overview The TV Broadcasting industry, worldwide, has been moulded by frequent changes in technology and by regulatory interventions. So has been the case of India. The case begins with a general introduction to the technology of TV broadcasting and distribution and then moves on to a discussion of the technological changes in the Indian context. The evolving structure of the industry in India over three distinct periods is then described. The Industry consists of content producers, broadcasters, aggregators, direct-to-home distributors, multi-system operators and local cable operators. Over the three periods of time, changes in technology and regulation constantly impacted on the structure, the conduct and the performance of players in each segment. Expected learning outcomes The analysis of the case is expected to demonstrate the use of theoretical frameworks like the structure-conduct-performance model and Porter's five-force model in arriving at a prognosis of the structure of an industry in general, and that of the Indian TV broadcasting industry in particular. Supplementary materials Teaching notes are available, please consult your Librarian for access.

Abstract. The development authorities are facing an exponential increase in the information, and the management of storage and flow of this information is becoming difficult day-by-day, resulting in the definite need of the implementation of information technological tools to maintain the same. Many of the development authorities have implemented or in the process of implementation of IT for complete or partial functioning. Since the development authorities in the state are classified in A/B/C categories depending upon the size and functionality, the priority of the functional requirement also varies to match the budget of IT implementation. To cater the prioritized implementation, the complete application needs to be designed in a modular form consisting of multiple systems, which are individually a complete system in itself but may be integrated with other systems to form efficient information flow. Ghaziabad Development Authority (GDA) had three options: Both the IASP and the citizen portal are on-premise solutions, both the IASP and the citizen portal are on cloud, and the IASP is hosted on premise and the citizen portal is hosted on cloud. The primary aim of the case is to expose students to an infrastructure planning situation in an organization based on the requirements and resource constraints within an organization.

The purpose of the study is to investigate the existence of network governance in the software as a service value network. The study analyzes the processes of Software as a Service solution implementation through participatory design methodology. The study followed the participatory design methodology to analyze how the existence of four conditions: uncertain demand with stable supply, customized exchange high in human asset specificity, complex task under intense time pressure and frequent exchange among parties, lead to the emergence of network governance. The study further tries to find out how the social mechanisms for coordination and control emerge through network governance in the context of SaaS value network. The study found that network governance enabled coordination, control and safeguarding through social mechanisms of restricted access, macro cultures, collective sanctions and reputation. The major research implications is that network governance acts as a partial substitute to formal contracts and complements relational governance mechanisms in network product/service chains. The main contribution of the study is to investigate the emergence of network governance in a real life context of the software as a service value network through a case study.