Bharat Journal of Case Studies
Association with Indian Institute of Public Administration
Current Volume: 1 (2025 )
e-ISSN: 3048-8419
Periodicity: Half-Yearly
Month(s) of Publication: June & December
Subject: Political Science
DOI: 10.32381/BJCS
Bharat Journal of Case Studies is a premier platform for insightful case studies, fostering knowledge exchange across diverse disciplines. It provides a platform for scholars, academicians, and practitioners to explore the complexities and success of real-world scenarios across a vast spectrum of disciplines. Case studies offer an invaluable lens through which one can examine critical issues, dissect solutions, and accumulate practical insights applicable to various fields. This journal transcends the limitations of traditional academic discourse by embracing the richness of diverse case studies. This journal covers a wide range of disciplines like public policy, governance, environment, management, etc. In this journal you will find different experiences of the protagonist, each one meticulously woven to elucidate a specific challenge, opportunity, or transformation. We invite you to engage with the successes and tribulations documented in these case studies, fostering critical thinking and problem-solving skills that can be readily applied to your own endeavours.
Bharat Journal of Case Studies is a new journal of the Indian Institute of Public Administration. The first edition of the journal was released by the Hon'ble Vice President of India and President of IIPA, Shri Jagdeep Dhankhar, during the 70th Founders' Day event of IIPA on March 29, 2024.
Director General, IIPA Adjunct Faculty, Indian Institute of Public Administration Associate Professor, Fore School of Management Professor, Indian Institute of Public Administration Associate Professor, Department of Public Service and Healthcare Administration Director, National Center for Public Performance Professor, Indian Institute of Public Administration Associate Professor, Indian Institute of Public Administration Registrar, Indian Institute of Public Administration
Surendra Nath Tripathi
Editor
Shweta Mittal
Editorial Members
Rahul Pratap Singh Kaurav
Neetu Jain
Aroon P. Manoharan
Vinod Kumar Sharma
Saket Bihari
Amitabh Ranjan
Volume 1 Issue 2 , (Jul-2025 to Dec-2025)
By: Ullas Kumar
Page No : 101-117
Abstract
This case study chronicles the miraculous journey of Central Electronics Limited (CEL), a Government of India enterprise under the Department of Scientific and Industrial Research (DSIR), Ministry of Science and Technology. In less than four years, CEL journeyed from the brink of privatisation to achieving Mini Ratna (Category-I) status. Initially declared sold under a strategic disinvestment deal, CEL narrowly avoided privatisation after legal complications arose with the selected bidder. What began as a crisis became the catalyst for revival. Under the leadership of Chairman & Managing Director Chetan Prakash Jain, the organisation undertook bold decisions, strategic reforms and innovative HR interventions to rebuild institutional credibility and restore employee morale. Renowned as a pioneer in solar cell technology in India, CEL took the difficult but pragmatic decision to exit direct solar manufacturing and reinvent its operations through Public-Private Partnership (PPP) model, thereby containing losses while preserving its technological edge. One of the most striking elements of CEL’s turnaround was the cultural transformation that the organisation underwent for the first time in its history. The leadership showed strong commitment to building a caring and inclusive culture without compromising on integrity, discipline, or performance standards. The CEL case study underscores the role of bold and resilient leadership, stakeholder engagement, strategic diversification and financial reforms in reviving organisations in distress. As former Vice President of India Shri Jagdeep Dhankar observed, “The success of CEL is a case study, a role model for others to emulate.” (CEL, 3).
Author
Ullas Kumar: Chief Manager HRMS, CRIS, Ministry of Railways.
DOI : https//doi.org/10.32381/BJCS.2025.1.2.1
Price: 101
Namo eWaste Management Ltd.: Balancing Growth and Inclusion in India’s Recycling Sector
By: Reena Kumari , Surabhi Goyal
Page No : 118-144
Abstract
The case centres on Akshay Jain, Managing Director of Namo eWaste Management Ltd., who faces a pivotal decision on whether to leverage the speed and reach of informal waste collectors for rapid scale or invest in their gradual formalisation to ensure compliance, worker safety, and long-term sustainability. With India’s e-waste sector dominated by informal practices and shaped by regulatory pressures under the E-Waste (Management) Rules, 2022, the case highlights the tensions between scale, ethics, compliance and inclusion. Through Namo’s growth story, partnerships, and industry context, the case provides insights into sustainable business models in emerging markets.
Authors
Reena Kumari: Research Scholar, Department of Management, Gurugram University, Gurugram.
Surabhi Goyal: Associate Professor, Department of Management, Gurugram University, Gurugram.
DOI : https//doi.org/10.32381/BJCS.2025.1.2.2
Price: 101
Zepto: Can Speed Alone Build Market Leadership?
By: Rahul Kumar
Page No : 145-168
Abstract
The case explores the strategic dilemma faced by Aadit Palicha, co-founder and CEO of Zepto, India’s fastest-growing quick-commerce startup, in early 2025. After achieving a $5.5 billion valuation and doubling revenue to ₹4,454 crore in FY24, Zepto remained unprofitable, grappling with high operational costs and investor pressure to define a clear exit strategy. Founded in 2021 by Stanford dropouts Palicha and Kaivalya Vohra, Zepto revolutionised India’s grocery market with its 10-minute delivery model powered by hyperlocal dark stores and AI-driven logistics. Despite rapid growth and a 29 % market share, the company faced stiff competition from Blinkit (46 %) and Swiggy Instamart (25 %). As investor sentiment shifted from growth to profitability, Palicha needed to decide whether Zepto should pursue an IPO, raise another venture capital round, merge with a strategic player, or pivot its business model. The case situates this decision within India’s $6 billion quick-commerce industry, projected to reach $20 billion by 2030, yet challenged by thin margins, high cash burn, and uncertain unit economics. It invites students to evaluate the sustainability of Zepto’s growth strategy, assess the trade-offs among financing and exit options, and design a profitability pathway for a company that has redefined consumer convenience but must now prove its financial resilience.
Author
Rahul Kumar: Assistant Professor, Accounting and Finance, Indian Institute of Management Sambalpur.
DOI : https//doi.org/10.32381/BJCS.2025.1.2.3
Price: 101
From Lotus Stems to Sustainable Fashion: The Revival of Lotus Silk
By: Mandeep Kaur , Amarjeet Kaur
Page No : 169-190
Abstract
Sustainable fashion in India faces the dual challenge of preserving cultural craft traditions while meeting rising consumer demand for ethical products. This paper presents a case study of Sanajing Sana Thambal, a women-led microenterprise in Manipur founded by Bijiyashanti Tongbram. Drawing on discarded lotus stems from Loktak Lake, the enterprise produces lotus silk using a zero-chemical, zero-dye process, thereby linking waste reduction, rural women’s livelihoods, and environmentally responsible textile production. Based on secondary sources and field reports, the study analyses the firm’s Segmentation, Targeting, Positioning (STP), marketing mix, and SWOT profile to illuminate its competitive and social value propositions. The case highlights a central dilemma: whether to mechanise and scale up production to satisfy growing demand or maintain handcrafted exclusivity to safeguard ecological and cultural integrity. The findings contribute to understanding how sustainable textile ventures navigate growth constraints and consumer purchase intentions in emerging markets.
Authors
Mandeep Kaur: Research Scholar, Gurugram University.
Amarjeet Kaur: Faculty of Commerce and Management, Gurugram University.
DOI : https//doi.org/10.32381/BJCS.2025.1.2.4
Price: 101
Arjun as a First Time Leader at NetSol Networks
By: Puneet Gandhi , Narendra M Agrawal , Apurva Sanaria
Page No : 191-203
Abstract
This case study follows the journey of Arjun Mishra, a newly promoted assistant manager at NetSol Networks, as he navigates his first leadership assignment. Tasked with training and leading a newly hired team of thirty fresh graduates, Arjun enthusiastically embraces a “friendly” management style in hopes of being a well-liked boss. The case describes how this approach, while fostering initial camaraderie, leads to unintended consequences – lapses in discipline, perceptions of favoritism, and a sudden wave of attrition in his team. As Arjun faces a crisis with one-third of his team quitting within weeks, he must reflect on what went wrong and how to regain trust and stability. The narrative is set against the backdrop of India’s booming networking industry and touches on themes of leadership styles, first-time manager challenges, and the balance between being approachable and being authoritative. The case ends with Arjun at a crossroads, preparing to explain the situation to his own boss and seeking a path forward.
Authors
Puneet Gandhi: Executive-MBA (Part-time) Participant, Indian Institute of Management Bangalore (IIMB).
Narendra M Agrawal: Retired Professor and currently Adjunct Faculty, Indian Institute of Management Bangalore (IIMB).
Apurva Sanaria: Assistant Professor, Indian Institute of Management Bangalore (IIMB).
DOI : https//doi.org/10.32381/BJCS.2025.1.2.5
Price: 101
Manager’s Impasse of Inspiring Employees at Virtual Workplaces
By: Akansha Gupta , Sonal Gupta
Page No : 204-218
Abstract
Masycoda Solutions, an emerging IT firm headquartered in Nagpur, India, has built a global presence with clientele across North America, Europe, and Asia. With its foundation rooted in developing advanced, customised IT solutions, the company has embraced virtual work environments to maintain a competitive edge and operational efficiency. However, the shift to fully virtual operations presented a complex challenge for Aditya Lonare, the supply chain manager overseeing distributed teams. In November 2024, despite adherence to project deadlines and procedural metrics, he noticed a visible dip in his team’s engagement and enthusiasm during virtual meetings. Team members appeared unmotivated and disengaged, affecting collaboration, creativity, and overall team morale. Aditya, aware of his team’s capabilities, began to question deeper psychological needs, beyond task completion, that drive employee satisfaction in virtual spaces. This case presents a realistic and timely dilemma confronting many leaders: sustaining motivation, fostering connection, and managing performance when physical co-presence is no longer possible. The situation underscores how digital workspaces demand a reinvention of traditional management methods to address intrinsic and extrinsic motivators. This case sets the foundation for exploring root causes and potential interventions within virtual team structures and invites readers to apply motivation theories and leadership frameworks to a contemporary business problem.
Authors
Akansha Gupta: Assistant Professor-senior scale, Department of Commerce, School of Commerce & Economics, Presidency University, Bangalore.
Sonal Gupta: Research Scholar, OB & HR area, Indian Institute of Management Indore, Indore.
DOI : https//doi.org/10.32381/BJCS.2025.1.2.6
Price: 101
Jan- to Jun-2025
Navigating Workplace Dynamics: Understanding Favouritism and Organisational Politics
By: Narendra Singh Chaudhary
Page No : 1-19
Abstract
The case highlighted the issue of favouritism and organisational politics at Swift University, based in Delhi. Dr. Mayank is the primary protagonist in this case. Dr. Mayank Sharma joined as an Assistant Professor at Swift University with the hope that his career would advance and reach new heights. It showcased how his hopes got setback due to the ongoing favouritism and organisational politics. The case discusses his various experiences in the form of narration and story. It highlighted the attitude of the top management in handling the new employee's expectations and its impact on his morale and motivation level. It also conveyed the new hire's concerns and anxieties about his future. This case provided profound insights into the academic environment and its related challenges. It also provided fuel for thought for academicians, both current and future, as they had to deal with similar situations and the consequences that might result from them. All identities of organisation, individuals, and events mentioned in this case are altered to maintain anonymity without compromising on the integrity. Any similarity would be purely coincidental. Without sacrificing the case's credibility, all organisation, person, and event identities are changed to preserve anonymity. Any resemblance would be coincidental only.
Author:
Narendra Singh Chaudhary : Associate Professor, Sparsh Global Business School, Greater Noida.
DOI : https//doi.org/10.32381/BJCS.2025.1.1.1
Price: 101
Rightsizing or Downsizing – A Story of Dell
By: Dr. Ruby Sangar , Narendra Singh Chaudhary
Page No : 20-34
Abstract
The case points out the issue of retrenchment followed by a strike in Dell International Services (DIL), Mohali. The case revolves around Mr Amit Malhotra, Senior Human Resource Manager, DIS, Mohali who was allocated a task to execute a retrenchment exercise due to continuous losses to the firm. It showcases the strategy adopted by him to successfully implement the plan keeping the reputation of the firm intact and handling the related issues. The case highlighted his expectations and dilemma while dealing with the issue of retrenchment and got a setback due to the ongoing strike. The case talked about his various experiences in the narrative form. It highlighted the attitude of the employees in uncertain situations and their approaches to dealing with them. It also revealed the hidden worries and tensions of the management while making tough decisions. It also gave food for thought for present and future HR practitioners and academicians to think about the options available to them to deal with such situations considering their repercussions.
Authors:
Dr. Ruby Sangar : Associate Professor, School of Management, Bennett University, Greater Noida.
Dr. Narendra Singh Chaudhary : Associate Professor, Sparsh Global Business School, Greater Noida.
DOI : https//doi.org/10.32381/BJCS.2025.1.1.2
Price: 101
ProTec Publishing Co: Is Print Media Dying in Finland?
By: Dr. Amarjeet Kaur , Ishan Kapoor
Page No : 35-44
Abstract
ProTec Publishing Co, working in the media industry was established in the year 2012 which turned into a unicorn in a very short span of time. Company produces a journal and a magazine with internal product reference codes PJL140 and PMG120 respectively. The case helps analysing variable and fixed costs with reference to the cost structure of a product. It also helps in developing an understanding that how does cost structure contributes to the profitability of a firm. Ms. Maria, the protagonist of the case struggles to understand the real cause of declining sales as both internal and external factors were seemingly prominent. Was she unable to look at the bigger picture of new trends in consuming media?
Authors:
Dr. Amarjeet Kaur : Professor & Dean, Department of Management, Gurugram University, Gurugram, Haryana, India.
Ishan Kapoor : Finance Student, Carnegie Mellon University (CMU), US.
DOI : https//doi.org/10.32381/BJCS.2025.1.1.3
Price: 101
By: Ar. Urvashi Dixit , Prof Keshav Kumar
Page No : 45-69
Abstract
This case is an attempt to draw attention towards the condition of inmates in the prisons of the country. The case revolves around the major experiences of Professor Keshav Kumar, senior architect of Uttar Pradesh Nirmaan Nigam (UPRNN) who to the best of his efforts tried to implement reformative prison design to influence the psychology of the inmates, making him the main protagonist of the case. The case discusses his efforts, attempts and experiences in the form of narration and conversation with different people involved in the design. He advocated the use of well thought architectural strategies as a tool to influence the psyche of prison inmates and also following all the mandatory norms. It expresses the major concern of Professor Keshav Kumar to provide humanitarian conditions to prison inmates and at the same time highlights uncertainty among the decision makers to accept such design strategies. It also revealed the emotions of the inmates and their preferences in reference to the basic needs they have during their sentence. Hence the case proves itself to be worth of serious thinking both by the management authorities and prison designers to explore all the feasible options for humane prison design and strategies to achieve positive mindset of inmates and security at the same time.
Authors:
Ar. Urvashi Dixit : Phd Research Scholar, Sushant University, India
Prof Keshav Kumar : Retired Senior Architect, UPRNN
DOI : https//doi.org/10.32381/BJCS.2025.1.1.4
Price: 101
Defining and Redefining Policies to Incentivize Cinema Business
By: Dr. Shikha Misra
Page No : 70-81
Abstract
This case is based on the impact of technological development and changing preferences of consumers (audience) on cinema business. The case also channelized the vulnerabilities of leisure industry due to its too much dependence on availability of disposable income. The case also highlighted the dynamic nature of business environment due to which governments and businesses need to reframe their policies in order to be relevant and competitive which specifically in this case is ‘ease of doing business.’ Harsh Sharma, the leading exponent, was a second-generation cinema hall owner in Hapur, Uttar Pradesh. He joined his family business in 2015 with a vision to grow it further by adding more cinema halls. SARS-CoV-2 hit in 2019 resulting in a series of lock downs and severe setbacks to businesses globally. This resulted in a steep fall in the income of Harsh too and forced him to explore diversification options. He also realized, that post Covid, fewer people were coming to cinema halls to watch movies. This gave him a thought that there was a need of a new film policy by the state and union governments to support different stake holders in cinema business financially, technologically and through skill development programs. Harsh approached Chief Minister Office (CMO) with a request to come up with a conducive policy to make state an attractive location for the cinema hall/ multiplexes owners, attracting film production houses for shooting and post production processing and for even distribution of films. All the data used are secondary and sourced from government reports, websites, published news articles and research papers. All identities are created and any resemblance will be coincidental.
Author
Dr. Shikha Misra : Assistant Professor (Tourism Management), History of Art, Banaras Hindu University.
DOI : https//doi.org/10.32381/BJCS.2025.1.1.5
Price: 101
The Dark Side: A Look at India's Edtech Landscape
By: Dr. Tanmaya Mishra , Dr. Bindiya Gupta , Dr. Bhumika Achhnani
Page No : 82-94
Abstract
Byju's has played a crucial role in driving innovation and growth in the Indian edtech startup industry. Byju's, a unicorn and global leader, has changed traditional education techniques with its revolutionary approach to learning, earning great acclaim and popularity. Nevertheless, despite its impressive growth, Byju's faced a range of complex obstacles, specifically related to maintaining financial stability, ensuring ethical administration of its personnel, and making strategic decisions. The case explored Byju's trajectory, as it navigated the intricate equilibrium between aggressive expansion goals and judicious fiscal administration, while grappling with ethical quandaries related to workforce reductions and corporate responsibility. By looking back at the past, stakeholders need to be encouraged to reevaluate the fundamental forces at play in the startup ecosystem, highlighting the need of honesty, understanding, and societal obligation in promoting long-lasting progress in the education technology industry.
Authors :
Dr. Tanmaya Mishra : Associate Professor, UIM, Karnavati University, Gandhinagar, India.
Dr. Bindiya Gupta : Professor, UIM, Karnavati University, Gandhinagar, India.
Dr. Bhumika Achhnani : Professor, FMS, Marwadi University, Rajkot, India.
DOI : https//doi.org/10.32381/BJCS.2025.1.1.6
Price: 101
Instruction to the Author
Guidelines:
Manuscript Submission Guidelines: Manuscript Submission Guidelines: Bharat Journal of Case Studies.
Submission of Manuscripts and editorial correspondence should be sent electronically, as an attachment to an email, using Microsoft Word or another common word processing program, to the following address:
Editor: Dr. Shweta Mittal
Only manuscripts of a high quality that align with the aim and scope of the Bharat Journal of Case Studies will be reviewed.
To submit work or have it published in this journal, there are no costs.
To proceed with the submission process, you will be required to warrant that you are submitting the original work, that it hasn't been published before and is not being considered for publication elsewhere, and that you have the necessary permissions to reproduce any copyrighted works you do not own.
Aims and Scope
Bharat Journal of Case Studies (BJCS) is a peer-reviewed, bi-annual journal of the Indian Institute of Public Administration, Delhi (India). The journal aims to publish high-quality analytical cases, evidence-based case studies, problem-solving, decisional, and applied type cases on public policy and management concepts. The cases must have a dilemma (also known as a case issue) and a protagonist around whom the case issue will revolve.
Preferred Case Focus
Cases from all management and public policy disciplines are welcomed, including but not limited to the following:
- Innovation, entrepreneurship, sustainability and CSR, human resources management, organisation development, transnational cultural impacts, knowledge management, and technology management;
- Strategy, management interventions, organisation experiences and practices, management science, management decision-making, globalisation, international trade;
- Operations management, logistics, supply chain management, service operations management, marketing management, information technology;
- Social enterprise management, NGOs, public sector management, civic administration, public-private partnership.
- Ethics, corporate governance, ecology, financial inclusion, business excellence, business process reengineering, Accounting, and finance.
- Public Policy: Security, health, Economy, Environment, Social Protection, Governance, Industrial relations, Poverty, Energy, Globalisation.
Journal prefers problem identification, decision-focused, application-based cases containing contextual dilemmas (such as ethical issues), cases that deal with recent business or people-related issues, before the reader within the first two paragraphs, including controversy, contrasts, conflicts, and other dramatic elements, all such cases will need the presence of protagonist. Cases written with primary data must obtain consent to publish from the target organisation or single firm cases written with secondary data. They must be written using 5000 words or less – tables and figures included
The Positioning of the Journal
BJCS aspires to be known as a case-focused research journal which
1. Publishes FRESH cases from India
2. Review cases with an approach to IMPROVE rather than reject
3. Responds QUICKLY: Revolving Door Desk review within 1-2 weeks and Transparent Peer review within 2-3 weeks.
Please Format Your Submissions as Per the Following Guidelines:
• All submissions should only be in MS word document.
• Follow APA style. Take extra care in the reference section. Check if all citations are appearing in the reference section and vice- versa.
• Remove all notes. Convert them into citation and referencing. For a case written with the help of secondary data, endnotes may be retained.
• Ensure the proper style of citation and referencing for materials downloaded from the website. Most of the journals follow ‘Retrieved from…’ and ‘Accessed on…’
• Use UK English. Write ‘Analyse’ instead of ‘Analyze’. Write ‘Colour’ instead of ‘Color’.
• All figures and tables should be in black and white. Colour displays are not acceptable.
• Please remember that in a black and white print, reproduction of half-tone figures is of poor quality.
• As much as possible avoid copy paste of tables and graphs. Redraw afresh. Copy pasted figures or tables are not accepted.
• Each table and each figure should have table and figure numbers and titles. Separate numbering for tables and figures. Each table and figure must have a source.
• The entire document, including tables, figures, and graphs, must be in Times New Roman 12-point font size with 1.5 line spacing. Follow APA style
• Exercise utmost care to avoid spelling and grammatical errors. Proofread the copy carefully. Take help of experts.
• The full document, including abstract, tables, figures, graphs and references, should not exceed 5000 words.
• For the benefit of the international audience, all financial figures expressed in any currency should have USD equivalent as well. Units of million and billion should be used.
• Annexures (diagrams, images, figures, tables, graphs): Please follow instructions as detailed in the section ‘The Guidelines.’
• Endnotes: These should be consecutively numbered and presented at the end of the article.
• Bio briefs: Please furnish brief particulars of each author in not more than 25 words.
• No need to submit a teaching note. The journal does not publish a teaching note.
Declaration
Each submission must be accompanied by a Declaration (format as under) signed by all the authors. Please pick what is applicable from the below.
•The submission is original, unpublished, and not submitted simultaneously to any journal/conference/seminar for consideration of publication/presentation.
• Formal permissions have been obtained from responsible authorities for the use of copyrighted information, and reproductions. These are attached vide list enclosed.
• We have used primary sources of information/information from a sponsored research study/ project. The permission from a responsible authority to use the same is attached.
• We have used only secondary sources of information as available in the public domain and none of these is copyrighted.
• We alone are responsible for the correctness of events, the accuracy of information and data used, and charges of plagiarism. We have followed ethics and research protocol. • We agree to the terms of publication and transfer of copyrights to IIPA.
The Guidelines
• Contributors must provide their affiliation, complete postal and e-mail addresses. In case there are two or more authors, the corresponding author’s name and contact details should be clearly indicated on the first page.
• It is the author’s responsibility to disclose any potential conflict of interest regarding the manuscript.
• All figures, i.e., diagrams, images and photographs, and tables should be provided separately from the text at the end and numbered in the order that they appear in the text. Locations of tables and figures should be indicated in the text using callouts (e.g., ‘[see Table 1]’). Each figure and table should have a heading, an explanatory caption if necessary, and a source or reference in a separate file.
• Black and white illustrations must be supplied electronically at a resolution of at least 300 dpi and 1500 pixels, like .eps, .tif or .jpg files. They should be saved separately from the article file. All figures should have short descriptive captions and source details typed on a separate sheet. Even for photographs/images available in the public domain, it should be ascertained whether or not their reproduction requires permission for purposes of publishing (which is a profit-making endeavour).
• Endnotes should be numbered serially, the numbers embedded in the manuscript. The notes should be presented at the end of the article. Notes must contain more than a mere reference.
• Use British rather than American spellings. Use the ‘z’ variant of British spelling.
• It is the responsibility of authors to ensure that their articles are written in an acceptable international standard of English.
• Submissions should use non-sexist and non-racist language.
• When referring to social actors ‘woman/women’ should be used, not ‘female/females’, unless the context requires otherwise. Similarly, ‘man/men’ should be used, not male/males. ‘Female’ and ‘male’ should be used when referring to the construction of social identity.
• Spellings of words in quotations should not be changed. Quotations of 45 words or more should be separated from the text and indented with a line space above and below.
• While referring to periods/decades, use ‘nineteenth century’/‘1980s’. Spell out numbers from one to nine, 10, and above to remain in figures. However, for exact measurements use only figures (3 km, 9 percent not %). Use thousands and millions (e.g., not lakhs and crores).
• Use of italics and diacriticals should be minimized but used consistently. Avoid excessive use of italics for emphasis, but use italics for book titles, journal names, and foreign words.
Plagiarism
Bharat Journal of Case Studies takes issues of copyright infringement, plagiarism, or other breaches of best practices in publication very seriously. To uphold the rights of our writers, we constantly look into allegations of plagiarism and improper use of our published works. In addition, we work to guard the journal's reputation against wrongdoing. Software designed to detect duplication can be used to review submitted publications. We reserve the right to take action, for example, in cases where an article is discovered to have plagiarised another work, featured content protected by third party copyright without permission or with insuficient acknowledgment, or in cases where the authorship of the item is disputed.
Comming Soon
