1. What are the antecedents and outcomes of engagement described in Engagement in a shared service centre in India case? 

2. How do you think the location of this firm in India is affecting how engagement is managed, compared to if this firm were located in a developed Western economy? 

3. Why might it be either beneficial or detrimental for the firm to launch an initiative to increase levels of engagement with the local (SSC) operations, potentially challenging the already high organisation engagement with the global retailer brand? 

4. What role do you think the different parties in the SSC (e.g. HR, senior management, line management, colleagues) play in supporting employee engagement? What activities might they undertake to carry out these roles?