AI in creating inclusive work environments for neurodiverse employees
Artificial intelligence; Inclusivity; Neurodivergent; Neurodiversity; Workplace diversity
Purpose This study aims to examine the increased focus on neurodiversity in contemporary businesses. It shows how inclusive policies can capitalize on the special abilities of people with neurodiverse backgrounds, including their extraordinary problem-solving abilities, meticulous attention to detail and creative thinking. These policies benefit the individuals and contribute to a more diverse and innovative workplace. Design/methodology/approach Data was collected through semistructured interviews with HR experts and neurodivergent employees. The qualitative data were manually analyzed and coded, and themes were identified. Findings The results highlight the significant benefits of accepting neurodiversity in the workplace, enlightening the audience about its potential. For instance, artificial intelligence (AI) can be used to anonymize resumes, removing potential biases related to gender, ethnicity or age. In addition, AI can help in identifying the unique skills and strengths of neurodivergent employees, enhancing the fit between job responsibilities and their abilities. This study also emphasizes the wider effects of accepting neurodiversity on employee satisfaction, productivity and organizational innovation. This study promotes a deep learning framework that combines human-centered strategy with strategic methods to maximize the participation of neurodiverse workers and foster a more creative and dynamic corporate culture, convincing the audience of its benefits. Research limitations/implications This study is limited by its qualitative nature and relatively small sample size, comprising 15 HR professionals and 20 neurodivergent employees, which restricts generalizability. The sensitive nature of neurodiversity also made participant recruitment challenging, with some individuals hesitant to disclose their condition. In addition, companies were reluctant to share internal AI practices due to confidentiality concerns. The research focused on a select set of organizations, primarily from specific regions, limiting cross-cultural applicability. Furthermore, the absence of AI developers in the sample means insights into technical tool design and implementation remain unexplored, suggesting a gap for future multidisciplinary research. Practical implications This study provides actionable insights for HR professionals and organizational leaders aiming to improve neurodiverse hiring and support systems. It identifies specific AI tools such as Grammarly, Otter.ai and Pymetrics, that can be integrated into recruitment and workplace settings to enhance communication, reduce sensory overload and match roles to individual strengths. Organizations can use the deep learning framework proposed to design more inclusive policies and infrastructure. Training managers and customizing AI-driven accommodations can improve retention, engagement and performance among neurodiverse talent. This research supports firms in developing more equitable, adaptive and innovative environments aligned with diversity and inclusion goals. Social implications This study promotes a societal shift in how neurodivergent individuals are perceived and supported in the workforce. By emphasizing ability over deficit and proposing inclusive AI integration, it helps reduce stigma and encourages broader acceptance of cognitive diversity. The findings advocate for universal accommodations that do not require self-disclosure, promoting dignity and equity. Improved employment outcomes for neurodiverse individuals contribute to economic inclusion, reduce unemployment rates and challenge ableist norms. The research also aligns with broader Diversity Equity and Inclusion (DEI) movements, inspiring organizations and policymakers to build socially responsible frameworks that reflect the value of every individual, regardless of neurological difference. Originality/value This paper offers original value by exploring the underresearched intersection of AI and neurodiversity inclusion in the workplace. It contributes novel insights through qualitative analysis of HR professionals and neurodivergent employees, highlighting the role of AI in reducing hiring bias, customizing work environments and enhancing employee well-being. By proposing a deep learning framework and cataloging AI tools matched to neurodiverse conditions, this study bridges theory and practice. It uniquely positions AI as both a technological and ethical enabler for inclusive employment, making it highly relevant for scholars, practitioners and policymakers aiming to foster equitable, future-ready workplaces. 2025 Emerald Publishing Limited
George, Ginu; Kulkarni, Mugdha; Varghese, Bindi
Restricted Access; Hardcopy may be available in the library
https://doi.org/10.1108/AIA-05-2025-0046 https://www.scopus.com/pages/publications/105024714959?origin=resultslist
George G., Department of Academics, Westford University College, Sharjah, United Arab Emirates; Kulkarni M., Symbiosis Centre for Information Technology (SCIT), Symbiosis International University, Pune, India; Varghese B., Department of School of Business Management, CHRIST (Deemed to be University), Bangalore, India
Voluntary cybersecurity risk disclosures and firms characteristics: the moderating role of the knowledge-intensive industry
Cybersecurity; Cybersecurity risk disclosure; Firm-characteristics; Knowledge-intensive; Voluntary risk disclosure
Purpose: This study examines voluntary cybersecurity risk disclosures (VCRD) by listed Indian companies. It also investigates how it relates to firm-specific characteristics such as size, leverage, profitability, liquidity, beta, market growth and industry. Design/methodology/approach: The extent of VCRD was measured by assessing the cumulative occurrence of cybersecurity risk keywords in the annual report of 100 listed Indian non-financial companies. Keyword extraction and occurrence counts were performed using Python software. A multiple regression analysis was applied to predict the characteristics of VCRD. Findings: The results showed that the theoretical frameworks underpinned by agency and signalling theories continued to provide a valid explanation of VCRD by Indian companies. Specifically, the findings emphasized the importance of firm size, leverage, and beta as significant VCRD determinants. Additionally, the study found that knowledge-intensive industries had a favourable impact on the extent of VCRD. Research limitations/implications: This study is relevant because it informs company management, regulators and investors about the nature and characteristics of companies that satisfy stakeholder demands to prevent cyber breaches. Originality/value: Understanding disclosure characteristics is crucial from policy and regulatory perspectives. Studies on cybersecurity disclosures are related to developed economies such as the United States of America and Canada. This is the first study to explore this issue in a developing nation, in general, and in India, in particular, where cybersecurity risk disclosure has yet to be recognized. 2025, Harmandeep Singh.
Asian Journal of Accounting Research;Volume;10;Issue;2;pp.168-185
All Open Access; Gold Open Access; Green Open Access
https://doi.org/10.1108/AJAR-12-2023-0413 https://www.scopus.com/pages/publications/105001084927?origin=resultslist
Singh H., School of Commerce, Finance and Accountancy, Christ University, Bangalore, India
Myths and magic of adopting marketing technologies: acustomer-centric framework
Continuation intention; Customer usage; Marketing technologies; MarTech; Perceived benefits; Perceived risks; UTAUT
Purpose This study seeks to explore how customers perceptions of the benefits, risks and continuation intention toward Marketing Technologies (MarTech) influence their actual usage. This research study utilizes the Unified Theory of Acceptance and Use of Technology 2 (UTAUT2) framework for assessing the usage and continuation intention (intention behavior) of customers toward adopting marketing technologies. Design/methodology/approach Data was collected from 266 respondents and analyzed using partial least squares structural equation modeling (PLS-SEM). A post-hoc analysis was undertaken using importance-performance matrix analysis (IPMA) to assess the importance and performance of determinants in the PLS-SEM model. Findings The results of the study indicate that perceived usefulness, perceived enjoyment and social influence have positive effects on Marketing Technologies (MarTech) usage intention. Additionally, usage intention has no effect on continuation intention. The performance of Perceived Usefulness is 74.879, which is higher than other constructs and ascertains that perceived usefulness contributes largely to predicting MarTech continuation intention. Originality/value This study enriches the technology adoption literature by investigating the predictors of marketing technologies (MarTech) adoption and usage from the perspective of customers. Notably, the novelty of this research lies in investigating the impact of perceived trust and perceived risk on MarTech usage and continuation intention of customers. 2025 Emerald Publishing Limited
Vishnoi, Sushant Kumar; Mathur, Smriti; Rawal, Pankaj; Sharma, Vikram Kumar; Jain, Aditi; Agarwal, Vaishali
Asia-Pacific Journal of Business Administration;pp.1-28
https://doi.org/10.1108/APJBA-09-2024-0545 https://www.scopus.com/pages/publications/105025444288?origin=resultslist
Vishnoi S.K., Institute of Management Studies (IMS) Ghaziabad - B School, Ghaziabad, India; Mathur S., Christ University, Bangalore, India; Rawal P., Institute of Management Studies (IMS) Ghaziabad - B School, Ghaziabad, India; Sharma V.K., Institute of Management Studies (IMS) Ghaziabad - B School, Ghaziabad, India; Jain A., Institute of Management Studies (IMS) Ghaziabad - B School, Ghaziabad, India; Agarwal V., Institute of Management Studies (IMS) Ghaziabad - B School, Ghaziabad, India
Technological advancements and challenges in food supply chain management: a scientometric analysis
Digitalisation; Food supply chain; Management; Solutions; Technological
Kohli, Amit; Kumarihami Rekogama, Kariyapperuma Mudiyanselage Keshika Erandi; Bodasingh, Lokeswar Rao; Ananthan, Sriram; Manickam, Thirupathi; Thangam, Dhanabalan
British Food Journal;Volume;127;Issue;9;pp.3303-3324
https://doi.org/10.1108/BFJ-09-2024-0944 https://www.scopus.com/pages/publications/105008407984?origin=resultslist
Kohli A., University Canada West, Vancouver, Canada; Kumarihami Rekogama K.M.K.E., Department of Business Administration, University Canada West, Vancouver, Canada; Bodasingh L.R., Department of MBA, University Canada West, Vancouver, Canada; Ananthan S., Department of MBA, Yorkville University, Fredericton, Canada; Manickam T., Department of Professional Studies, Christ University, Bengaluru, India; Thangam D., Presidency Business School, Presidency College, Bangalore, India
Which is the green generation? Amultigroup analysis of millennials and Generation Zs green consumerism
Green consumerism; Green marketing; Green marketing mix; Green purchase intention; Sustainability; Sustainable development goals; Theory of planned behaviour
Purpose This study aimed to investigate how components of green marketing mix (GMM), green product (GPD), green price (GPC), green place (GPL) and green promotion (GPM) influence consumer attitudes (ATT), subjective norms (SNM), perceived behavioural control (PBC) and purchase intention (PI) and finally green consumerism (GCM). Design/methodology/approach Using Smart PLS 4 software and PLS-SEM approach, data were analysed for structural relationships among the components of GMM, ATT, SNM, PBC, PI and GCM. The model evaluates hypotheses linking GPD, GPC, GPL and GPM to ATT, SNM and PBC and examines how ATT, SNM and PBC affect PI and GCM. Findings The study revealed that GMM, as a higher-order construct, positively impacts ATT, SNM and PBC, while ATT, SNM and PBC partially mediate the relation between GMM and PI. PI then ultimately results in GCM. The multigroup analysis indicated there is no significant difference between the age groups examined. Research limitations/implications The study may not generalize to all industries or regions. Future research could explore additional factors like cultural or technological influences, and longitudinal studies may be conducted. Practical implications As environmental concerns grow, marketers should focus on consumer attitudes towards green products. Aligning green attributes with consumer values, transparent pricing and multi-channel communication can enhance ATT, SNM and PBC over green purchases, fostering acceptance and intention. Social implications While the findings promote GCM, their broader impact is contingent on genuine environmental practices. Without systemic changes in production and policy, GCM risks perpetuating superficial sustainability narratives. Originality/value This study advances the field by investigating how GMM influences purchase intentions (PI) among Indias urban Millennials and Generation Z, two generations pivotal to shaping sustainable consumption trends in a high-pollution economy. 2025 Emerald Publishing Limited
Uikey, Ashish Ashok; Baber, Ruturaj; Baber, Prerana; Marak, Zericho R.; Mishra, Devvandya
https://doi.org/10.1108/BFJ-12-2024-1266 https://www.scopus.com/pages/publications/105014888733?origin=resultslist
Uikey A.A., Symbiosis Centre for Management Studies, Nagpur Campus, Symbiosis International (Deemed University), Pune, India; Baber R., CHRIST University, Bengaluru, India; Baber P., Symbiosis Law School, Noida, Symbiosis International (Deemed University Pune), Pune, India; Marak Z.R., Symbiosis Centre for Management Studies, Nagpur Campus, Symbiosis International (Deemed University), Pune, India; Mishra D., Jaipuria Institute of Management Jaipur Campus, Jaipur, India
Unveiling the response of food inflationto the economic policy uncertainty, energy price shocks andcarbon emission
Carbon emission; Economic policy uncertainty; Energy price shock; Food inflation
Purpose This research paper examines the impact of economic policy uncertainty, energy price shocks and carbon emissions on food inflation from a global perspective, for the period of 20012023. Design/methodology/approach To calibrate the economic policy uncertainty, carbon emissions and energy price shock, we apply the economic uncertainty index of Baker etal. (2016), carbon dioxide in a million tonnes and the energy price index. Finally, to accomplish the relevant objectives, we exert the panel autoregressive distributed lag (ARDL) and panel Granger non-causality model. Findings We can summarise the key empirical insights from this pragmatic examination as follows: Initially, the panel ARDL outcome suggests that in the long-run, economic policy uncertainty and energy inflation positively influence food inflation. The result further reveals that a surge in economic policy uncertainty and energy inflation would lead to an increase in food prices in the long run in these panel countries. Secondly, the relevant outcome demonstrates that, in the long run, carbon emissions do not have a significant impact on food prices across the panel nation. Finally, the causality analysis concludes that there is unidirectional causality from energy inflation, carbon emissions and economic policy uncertainty to food inflation. Originality/value This investigation aims to add three aspects to the theme of food inflation. First of all, we endeavour to capture the presence of the underlying impact of economic policy uncertainty, energy price shock and carbon emissions on food prices. Second, current research extends the literature by employing panel data econometric analysis in the above context. Furthermore, our research is novel in that we consider carbon emissions to reveal their impact on food prices, whereas none of the previous analyses ever contemplated the impact of carbon emissions on food prices. Finally, by extending this analysis to a heterogeneous economic outlook that includes both advanced and emerging economies globally, it provides policymakers with a clear understanding of an effective strategy for managing food inflation and achieving sustainability. 2025 Emerald Publishing Limited
China Agricultural Economic Review;pp.1-16
https://doi.org/10.1108/CAER-05-2024-0146 https://www.scopus.com/pages/publications/105011991805?origin=resultslist
Mishra A., Birla School of Economics, Birla Global University, Bhubaneswar, India; Sakuja V., Department of Economics, CHRIST (Deemed to be University) Delhi NCR Campus, Ghaziabad, India, Agarwal and Saxena Chartered Accountants, Kanpur, India
Does the relationship between sustainable human resource management and organizational identification vary by culture? Evidence from 35 countries based onGLOBE framework
National culture; Organizational identification; Sustainable HRM practices
Purpose The article discusses the relationships between sustainable HRM and organizational identification, conceptualized at the individual level, and the moderating role of cultural dimensions conceptualized at the country level (described in GLOBEs framework). The studys theoretical model based on social exchange theory proposes that sustainable HRM practice increases organizational identification. However, the strength of this identification depends on the dimensions of national culture. Thus, we assumed national culture functions as a second-level moderator in the relationship between sustainable HRM and organizational identification. Design/methodology/approach We conducted the study with data from 10, 421 employees across 35 countries. We used a multilevel modeling approach for data analysis. Findings The study revealed the cross-level interaction effects of national culture on the relationship between sustainable HRM practice and organizational identification. Specifically, the results indicate that sustainable HRM strengthens employees organizational identification more in cultures with higher levels of gender egalitarianism and lower levels of humane orientation. Originality/value This study demonstrates that the relationship between sustainable HRM practices and employees organizational identification is culturally sensitive. It highlights the need to consider cultural context when assessing the impact of sustainable HRM practices on employee outcomes. Furthermore, it shows that certain cultural dimensions can enhance the effect of sustainable HRM practices. 2025 Dariusz Turek et al. Published by Emerald Publishing Limited.
Turek, Dariusz; Wojtczuk-Turek, Agnieszka; Edgar, Fiona; Podgorodnichenko, Nataliya; Okay-Somerville, Belgin; Fu, Na; Lupina-Wegener, Anna; Klein, Howard J.; Akbas, Gulcin; Al-Romeedy, Bassam Samir; Apospori, Eleni; Bosak, Janine; Caldana, Adriana; Crapolicchio, Eleonora; Chavanovanich, Jennifer; Desjardins, Guillaume; Dorrough, Angela; Dunlop, Patrick; Edralin, Divina; Etikariena, Arum; Fernando, Denise; Galvez Sierra, Lady Brigitte; Gillet, Nicolas; Madero-Gez, Sergio; Gutirez-Crocco, Francisca; Haeffner, Carolin; Hutchings, Paul; Huyghebaert-Zouaghi, Tiphaine; Ikeda, Hiroshi; Jlstr, Maria; Jekel, Marc; Jensen, Dorthe H; Jose, Jerin; Karabat?, Serdar; Kinahan, Mary; Lauzier, Martin; Lawal, Abiodun; Lisak, Alon; Leiva, Pedro; Malayeri, Shera; Manzi, Claudia; Mariani, Marco Giovanni; Martskvishvili, Khatuna; Mayer, Claude-He; Miko?ajczyk, Katarzyna; Molina, Mar JosCharlo; Moscatelli, Silvia; Mli, Matteo; Neto, Felix; Neto, Joana; Renter-Pez, Erico; Petchthip, Narumol; Phelps, Ceri; Pazmay-Ramos, Segundo Gonzalo; Robakidze, Maia; Rojas, Dayamy Lima; Salendu, Alice; Salvati, Marco; Schez-Apelliz, Mercedes; Schmitz, Susana; Sevincer, Timur; Seydi, Masoumeh; Shimazu, Akihito; Sjabadhyni, Bertina; Sullivan, Katie; Sticca, Marina Greghi; Susianto, Harry; Tan, Le; Turkoglu, Beril; Veth, Klaske; Wee, Serena; Zhang, Gangfeng
Central European Management Journal;Volume;33;Issue;4;pp.667-696
https://doi.org/10.1108/CEMJ-04-2024-0121 https://www.scopus.com/pages/publications/105009400043?origin=resultslist
Turek D., SGH Warsaw School of Economics, Warsaw, Poland; Wojtczuk-Turek A., SGH Warsaw School of Economics, Warsaw, Poland; Edgar F., Otago Business School, University of Otago, Dunedin, New Zealand; Podgorodnichenko N., Otago Business School, University of Otago, Dunedin, New Zealand; Okay-Somerville B., Adam Smith Business School, University of Glasgow, Glasgow, United Kingdom; Fu N., Trinity Business School, Trinity College, University of Dublin, Dublin, Ireland; Lupina-Wegener A., ZHAW School of Management and Law, Winterthur, Switzerland; Klein H.J., Fisher College of Business, The Ohio State University, Columbus, Ohio, United States; Akbas G., Atilim University, Ankara, Turkey; Al-Romeedy B.S., University of Sadat City, El Sadat City, Egypt; Apospori E., Athens University of Economics and Business, Athens, Greece; Bosak J., Dublin City University Business School, Dublin, Ireland; Caldana A., Department of Psychology, University of S Paulo, S Paulo, Brazil; Crapolicchio E., UniversitCattolica del Sacro Cuore, Brescia, Italy; Chavanovanich J., Chulalongkorn University, Bangkok, Thailand; Desjardins G., Universitdu Quec en Outaouais, Gatineau, Canada; Dorrough A., University of Cologne, Cologne, Germany; Dunlop P., Curtin Business School, Curtin University, Bentley, Australia; Edralin D., San Beda University, San Miguel, Philippines; Etikariena A., Universitas Indonesia, Depok, Indonesia; Fernando D., Hanze University of Applied Sciences, Groningen, Netherlands; Galvez Sierra L.B., Universidad del Valle, Cali, Colombia; Gillet N., Institut Universitaire de France, Paris, France, Universitde Tours, Tours, France; Madero-Gez S., Tecnologico de Monterrey, Guadalajara, Mexico; Gutirez-Crocco F., Universidad Austral de Chile, Valdivia, Chile; Haeffner C., University of Cologne, Cologne, Germany; Hutchings P., University of Wales Trinity Saint David, Carmarthen, United Kingdom; Huyghebaert-Zouaghi T., Universitde Reims Champagne-Ardenne, C2S, Reims, France; Ikeda H., Kyushu University, Fukuoka, Japan; Jlstr M., University of Vaasa, Vaasa, Finland; Jekel M., University of Cologne, Cologne, Germany; Jensen D.H., Aarhus Universitet, Aarhus, Denmark; Jose J., School of Business and Management, CHRIST (Deemed to be University), Bangalore, India; Karabat? S., Istanbul Bilgi Universitesi, Istanbul, Turkey; Kinahan M., Maynooth University, Maynooth, Ireland; Lauzier M., Universitdu Quec en Outaouais, Gatineau, Canada; Lawal A., Federal University Oye-Ekiti, Oye, Nigeria; Lisak A., Management Department, Ben-Gurion University of the Negev, Beer-Sheva, Israel; Leiva P., Departamento de Administraci, Facultad de Econom y Negocios, Universidad de Chile, Santiago, Chile; Malayeri S., University of Bern, Bern, Switzerland; Manzi C., UniversitCattolica del Sacro Cuore, Brescia, Italy; Mariani M.G., Department of Psychology Renzo Canestrari, University of Bologna, Bologna, Italy; Martskvishvili K., Ivane Javakhishvili Tbilisi State University, Tbilisi, Georgia; Mayer C.-H., University of Johannesburg, Johannesburg, South Africa; Miko?ajczyk K., SGH Warsaw School of Economics, Warsaw, Poland; Molina M.J.C., Universidad de Sevilla, Seville, Spain; Moscatelli S., University of Bologna, Bologna, Italy; Mli M., ZHAW School of Management and Law, Winterthur, Switzerland; Neto F., Universidade do Porto, Porto, Portugal; Neto J., REMIT Research on Economics, Management and Information Technologies, Universidade Portucalense, Porto, Portugal; Renter-Pez E., Universidad del Valle, Cali, Colombia, Universidade Federal da Bahia, Salvador, Brazil; Petchthip N., Kasetsart University, Bangkok, Thailand; Phelps C., University of Wales Trinity Saint David, Carmarthen, United Kingdom; Pazmay-Ramos S.G., Pontificia Universidad Catolica del Ecuador, Quito, Ecuador; Robakidze M., Ivane Javakhishvili Tbilisi State University, Tbilisi, Georgia; Rojas D.L., Pontificia Universidad Catolica del Ecuador, Quito, Ecuador; Salendu A., Universitas Indonesia, Depok, Indonesia; Salvati M., University of Verona, Verona, Italy; Schez-Apelliz M., Universidad de Sevilla, Seville, Spain; Schmitz S., Iscte - Instituto Universitio de Lisboa, Centro de Investigao e Interveno Social (CIS - Iscte), Lisbon, Portugal; Sevincer T., Leuphana University Lueneburg, Lueneburg, Germany, Hanse-Wissenschaftskolleg Delmenhorst, Delmenhorst, Germany; Seydi M., Allameh Tabatabai University, Tehran, Iran; Shimazu A., Faculty of Policy Management, Keio University, Fujisawa, Japan; Sjabadhyni B., Universitas Indonesia, Depok, Indonesia; Sullivan K., University of Wales Trinity Saint David, Carmarthen, United Kingdom; Sticca M.G., Department of Psychology, University of S Paulo, S Paulo, Brazil; Susianto H., Universitas Indonesia, Depok, Indonesia; Tan L., School of Economics and Management, Northwest University, Xian, China; Turkoglu B., TED University, Ankara, Turkey; Veth K., Hanze University of Applied Sciences, Groningen, Netherlands; Wee S., School of Psychological Science, The University of Western Australia, Perth, Australia; Zhang G., School of Management, Zhejiang University, Hangzhou, China
Exploring the factors of learning organization in school education: therole of leadership styles, personalcommitment, andorganizational culture
Leadership styles; Learning organization; Organizational culture; Personal commitment; School education
Purpose: This study aims to test the conceptual model of the factors of learning organization and explore the degree of mediation of organizational culture in the relationship between leadership styles, personal commitment, and learning organization in school education. Design/methodology/approach: The learning organization profile (LOP) and OCTAPACE profile served to measure learning organization and organizational culture, respectively. The researchers developed scales to measure principals leadership styles and teachers personal commitment. Data included 750 school teachers. Findings: This study found a good fit in the proposed conceptual model. The organizational culture had a significant mediating effect on the path of leadership styles and learning organization and a significant mediating effect on the path of personal commitment and learning organization. Originality/value: To promote a more comprehensive learning culture, school principals should consider two specific organizational mechanisms: the intangible cultural components (such as corporate values, beliefs, and norms) and the tangible structural components (such as organizational structure and workflow systems). These two domains play a crucial role in creating a conducive learning environment. 2024, Jacqueline Kareem, Harold Andrew Patrick and Nepoleon Prabakaran.
Kareem, Jacqueline; Patrick, Harold Andrew; Prabakaran, Nepoleon
Central European Management Journal;Volume;33;Issue;2;pp.232-251
https://doi.org/10.1108/CEMJ-12-2023-0457 https://www.scopus.com/pages/publications/85209391291?origin=resultslist
Kareem J., School of Education, CHRIST (Deemed to be University), Bangalore, India; Patrick H.A., CMS Business School, Jain University, Bangalore, India; Prabakaran N., CMS Business School, Jain University, Bangalore, India
Exploring the mediating role of job and life satisfaction between workfamily conflict, familywork conflict and turnover intention
Employee retention; Family-to-work conflict; Inter-role conflict theory; Job satisfaction; Life satisfaction; Turnover intention; Women workforce; Work-to-family conflict
Purpose: This study investigates the influence of work-to-family and family-to-work conflict on turnover intention (career break), mediated through job and life satisfaction among Indian women in the service sector, using role conflict theory as the base. Design/methodology/approach: A total of 421 usable responses from women who had taken a career break were collected using a 36-item scale from six major metro cities in India through social and digital media platforms. A purposive-cum-snowballing sampling method was adopted. The hypotheses were tested using structural equation modeling (SEM) through AMOS. Findings: Findings suggest that job satisfaction (JS) is a significant predictor of turnover intention, both when work spills into the family domain, and family responsibilities spill into the work domain, thereby confirming the mediating influence of JS. Interestingly, life satisfaction (LS) only seems to mediate between inter-domain conflict and turnover intention partially. Research limitations/implications: This is a descriptive study, and is thereby limited in terms of its generalizability, specifically as it included respondents only from six major metro cities in India. Practical implications: The extended work-family conflict model could help managers structure organizational interventions that support women to deal with the challenges of managing the demands of both work and family domains, thereby reducing the negative influence on JS. Such initiatives could help reduce career breaks among women. Originality/value: We explored the cause of career breaks among Indian urban women employed in the service sector, using the extended model of inter-role conflict and their attitudes towards both life and job. 2024, Emerald Publishing Limited.
Evidence-based HRM;Volume;13;Issue;3;pp.466-483
https://doi.org/10.1108/EBHRM-04-2023-0091 https://www.scopus.com/pages/publications/85200011369?origin=resultslist
Poulose J., School of Business and Management, Christ University, Bangalore, India; Sharma V., Symbiosis Centre for Management and Human Resource Development (SCMHRD), Symbiosis International (Deemed University), Pune, India
Managing coworker conflict: investigating the effect of workplace phubbing and mindfulness on employee deviant and negligent behavior
Coworker conflict; Employee deviant behavior; Employee negligence; Mindfulness; Phubbing
Alagarsamy, Subburaj; Mehrolia, Sangeeta; Vinod, Sangeetha
Evidence-based HRM;Volume;13;Issue;5;pp.781-798
https://doi.org/10.1108/EBHRM-04-2024-0124 https://www.scopus.com/pages/publications/85209748375?origin=resultslist
Alagarsamy S., Manipal Academy of Higher Education Dubai Campus, School of Business, Academic City, Dubai, United Arab Emirates; Mehrolia S., School of Business and Management, CHRIST (Deemed to be University), Bangalore, India; Vinod S., Manipal Academy of Higher Education Dubai Campus, School of Business, Academic City, Dubai, United Arab Emirates
Breeding distrust during artificial intelligence (AI) era: howtechnological advancements, jobinsecurity and job stress fuel organizational cynicism?
Job insecurity; Job involvement; Job stress; Layoff; Organizational cynicism; Psychological capital; Technological advancements
Sharma, Kanika; Davidson, Benny Godwin J.; George, Jossy P.; Muttungal, Peter Varghese
Evidence-based HRM;Volume;13;Issue;4;pp.763-779
https://doi.org/10.1108/EBHRM-05-2024-0159 https://www.scopus.com/pages/publications/85208940841?origin=resultslist
Sharma K., School of Business and Management, Christ University, Bangalore, India; Davidson B.G.J., School of Business, University of the Fraser Valley, Abbotsford, Canada, Department of Marketing, Strategy, and Entrepreneurship, University Canada West, Vancouver, Canada, Department of Business Administration, Acsenda School of Management, Vancouver, Canada; George J.P., School of Business and Management, Christ University, Bangalore, India; Muttungal P.V., Department of Psychology, Christ University, Bangalore, India
The 90-h workweek controversy at L&T: leadership, culture and the future of work in India
Corporate culture; Leadership; Organizational behaviour; Trust; Workflow management
Learning outcomes Upon completion of this case, students will be able to understand the implications of psychological contract theory in organizational contexts. It will allow them to analyse how leadership communication affects internal trust and public perception and critically evaluate the reputational consequences of symbolic leadership behaviour. Case overview/synopsis S.N. Subrahmanyan, Chairman and Managing Director of Larsen & Toubro (L&T), Indias leading engineering conglomerate, made a public statement encouraging employees to work 90?h a week and use Sundays to achieve global excellence. Although intended as a motivational message, the statement triggered nationwide backlash. Employees, industry leaders and the public interpreted the comment as reflecting an outdated, unsustainable work culture, sparking debates around worklife balance and generational shifts in employee values. Internally, the comment created anxiety and ambiguity regarding the companys expectations, especially among younger professionals. The case will allow students to examine how leadership communication can reshape psychological contracts, explore generational tensions in the workplace and evaluate how organizations should respond to reputational challenges while preserving performance culture. The case dilemma centres on whether L&T should clarify, retract or reinforce the chairmans statement. Complexity academic level This case is appropriate for upper undergraduate- and graduate-level programs in organizational behaviour, strategic human resource management, business ethics and leadership studies. Potential programs include, BBA, MBA HR and industrial and organizational psychology. Supplementary Material Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management. 2025 Emerald Publishing Limited
Balasundaram, Sathiyaseelan; Sathiyaseelan, Anuradha; Patangia, Bishal
Emerald Emerging Markets Case Studies;Volume;15;Issue;4;pp.1-14
https://doi.org/10.1108/EEMCS-04-2025-0189 https://www.scopus.com/pages/publications/105025481174?origin=resultslist
Balasundaram S., School of Business and Management, Christ University, Bangalore, India; Sathiyaseelan A., School of Psychological Sciences, Christ University, Bangalore, India; Patangia B., School of Psychological Sciences, Christ University, Bangalore, India
The talent compass: guiding workforce realignment at Vertex Engineering
Employee behaviour; Strategy; Workforce planning
Learning outcomes After discussing this case, students will be able to apply the Competency Mapping framework to design redeployment and reskilling strategies for displaced employees; analyze workforce realignment challenges through the lens of Strategic Workforce Planning (SWP) models; evaluate HRs strategic role in balancing financial constraints with talent retention using evidence-based reasoning; assess the risks and outcomes of alternative workforce planning models and propose suitable HR interventions; and design an integrated competency assessment and performance evaluation framework to prepare the organization for future transitions. Case overview/synopsis In early 2023, Suresh Nair, Deputy General Manager of Human Resources at Vertex Engineering, a medium-sized firm in Indias construction equipment sector, faced a major workforce challenge. The company decided to sell its Core Manufacturing Plant, whose capacity utilization had fallen from 85% in 2010 to 50% in 2023. Out of 500 affected employees, 250 were transferred to the acquiring company, while the remaining 250 required redeployment, reskilling or release. This case study explores how Vertex can strategically realign its workforce through the application of Strategic Workforce Planning (SWP) and Competency Mapping frameworks. It emphasizes the HR functions evolving role from administrative redeployment to strategic capability building within an environment of technological change, cost pressure and labor volatility. The protagonist, Suresh Nair, must navigate conflicting priorities between cost reduction advocated by the CFO and the COOs emphasis on talent retention as a long-term competitive asset. Complexity academic level Graduate and under-graduate level Supplementary material Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management. 2026 Emerald Publishing Limited
Kumar, Arun; Aranha, Rekha; Saldanha, Avil; Sivathanu, Brijesh
Emerald Emerging Markets Case Studies;Volume;16;Issue;1;pp.1-7
https://doi.org/10.1108/EEMCS-04-2025-0240 https://www.scopus.com/pages/publications/105031952389?origin=resultslist
Kumar A., School of Business and Management, Christ University, Bengaluru, India; Aranha R., School of Business and Management, Christ University, Bengaluru, India; Saldanha A., Department of Marketing, St. Josephs Institute of Management, Bangalore, India; Sivathanu B., School of Business and Management, Christ University, Bengaluru, India
Between home and enterprise: the Swakruta dilemma of scaling women entrepreneurs
Business development; Empowerment; Entrepreneurial challenges; Entrepreneurial skills; Entrepreneurship; Loss aversion; Nudging; Small businesses; social identity theory; Women entrepreneurship
Learning outcomes After completing the case study, the learners will be able to: Analyze how deep-rooted socio-cultural and family expectations create systemic barriers for small women entrepreneurs in India. Apply social identity theory to design interventions that reshape self-perception and entrepreneurial identity among Swakruta women entrepreneurs. Evaluate the influence of loss aversion on womens entrepreneurial decision-making and develop the nudging strategies to encourage women to engage with large opportunities. Case overview/synopsis This case explored the challenges faced by Manik Patwardhan, founder of Swakruta Charitable Trust, which supported over 200 small and marginal women entrepreneurs in Bengaluru. Despite training and opportunities provided, many women were hesitated to accept large, profitable orders due to socio-cultural norms and financial constraints. Using social identity theory, loss aversion and nudging, the case highlighted how strong family responsibilities and societal expectations influenced their cautious approach in scaling up their businesses. The women need to balance family responsibilities with business growth, which restricted their willingness to take risks. Their concerns ranged from balancing family duties and managing time, to addressing uncertainty by hiring staff other than family members, trust issues and difficulties in arranging upfront funds. Upon reviewing their response, Manik realised that these entrepreneurs were hesitant to accept a lucrative order. At this critical point, she had to decide whether to let the order go or encourage and nudge the women to seize a career-transforming opportunity, despite the risks involved. Accepting the order could boost earnings and reputation, but failure could harm the NGOs credibility, and declining the order could jeopardise future prospects. What should she do? Complexity academic level This case is designed for undergraduate and postgraduate courses in entrepreneurship, social entrepreneurship and related business disciplines such as behavioural economics. It focuses on the challenges and barriers faced by women entrepreneurs that limit their growth and ability to scale their businesses. Subject code CSS 3: Entrepreneurship. 2026 Emerald Publishing Limited
Emerald Emerging Markets Case Studies;Volume;16;Issue;2;pp.1-14
https://doi.org/10.1108/EEMCS-05-2025-0284 https://www.scopus.com/pages/publications/105040515293?origin=resultslist
K.S S., Department of MBA, School of Business and Management, CHRIST University, Bengaluru, India; M N., Department of MBA, School of Business and Management, CHRIST University, Bengaluru, India; Ranjan S., Department of MBA, School of Business and Management, CHRIST University, Bengaluru, India
Going beyond tomato a fruit or vegetable debate: economic and policy challenges in tomato farming in India
Agri-supply chain; Business development; Demand; Elasticity; Entrepreneurial skills; Marketing; Price fluctuation; Pricing; Profit; Social enterprise; Supply
Learning outcomes: The case was an application of a market demand and supply mechanism and its impact on the products price and focus on the following objectives:??Analyze the vegetable market in India and the challenges faced by the farmers (tomatoes) using demand and supply concepts.??Examine the impact of price elasticity on the revenue of the farmers.??Assess the challenges faced by the government in controlling prices of vegetables and food inflation.??Evaluate diversification strategies in agriculture to mitigate risk. Case overview/synopsis: The market for tomatoes was highly cyclical because of erratic rainfall, and farmers went through a difficult time, especially when the prices fell below the cost of production. They moved out for crops that had stable prices. They expected government support for price stability. Government and policymakers considered price fluctuations a short-term phenomenon that required limited interventions when prices were high. This case was about Dilip, a farmer who was into farming tomatoes on a large scale in Karnataka, India. He was facing a dilemma as to whether he had to continue or move to other crops because of the low price of tomatoes in May 2023 or to diversify into some small but related business. He was worried at the same time, curious to understand the volatility in the prices of tomatoes, government responses, risks and returns associated with the cultivation of this crop and Agri-supply chain. Based on his understanding, he should make decisions to continue or diversify into some other farming or related business. Complexity academic level: This case was written for microeconomics and managerial economics of undergraduate and postgraduate students. This case demonstrates the application of the demand and supply mechanism for a perishable product such as tomatoes. Price fluctuations are common in these markets because of various uncontrollable factors such as rain, pests and natural calamities. The case could show the relationship between the firms elasticities and revenue. This case also highlights the policy constraints in controlling the prices in the short run. This case could also be used for understanding macroeconomic concepts such as food inflation and its impact on general price inflation. The students or target audience with a background in the functioning of the markets could very well relate to the concepts discussed. Supplementary material: Teaching notes are available for educators only. Subject Code: CSS: Entrepreneurship (3); Management Science (7). 2025, Emerald Publishing Limited.
Koyilathumpaday, Sujit Sukumaran; M, Nandini
Emerald Emerging Markets Case Studies;Volume;15;Issue;1;pp.1-28
https://doi.org/10.1108/EEMCS-06-2024-0255 https://www.scopus.com/pages/publications/85217440695?origin=resultslist
Koyilathumpaday S.S., Department of MBA, School of Business and Management, Christ University, Bangalore, India; M N., Department of MBA, School of Business and Management, Christ University, Bangalore, India
Entrepreneurial journey of Rajat: from coffee to confidence
Business formation; Business plan; Entrepreneurial skills; Entrepreneurial traits; Entrepreneurship; Risk management; Risk management; Social capital
Learning outcomes The case was developed to explore principles of Effectuation, the traits, and external challenges faced by the entrepreneurs in small business. The main outcomes of this case are to: Compare and contrast the principles of effectuation, opportunity cost-based theory, and social capital theory, given the challenges faced by the protagonist. Critically analyze the risks associated with businesses and the factors that motivate entrepreneurs to take that risk. Critically evaluate which entrepreneurial traits were most crucial to Rajats journey, and contrast them with the traits highlighted in the literature on entrepreneurs in emerging markets. Create key strategic directions the Protagonist could explore after getting permission to start. Develop a business model canvas and a comprehensive business plan that would help the protagonist to pitch for his caf The business plan should include market analysis, financial planning, operations, and risk management. Case overview/synopsis The case explored the journey of a young entrepreneur and the challenges faced throughout his journey. Rajat started his career as an employee in a bakery and dreamt of having his own business one day. Initially, Rajat faced various challenges, which offered him a very good learning experience and shaped his entrepreneurial traits. Just before COVID-19, he was successful in opening his bakery near the University. The business failed miserably as the model was not effective during the lockdown period imposed due to the pandemic. He lost not only the money invested but also the trust of his close social network. He went back to his job and continued there for a significant period of time. He learnt more about the tricks of the trade and the market while in a job. It took nine years to gather the courage to venture once again into the uncertainty of an entrepreneurial journey. Never giving up, persistence, growth mindset, customer centricity, and pleasing personality were some of the traits that he had developed over a period of time. He looked forward to opening his cafinside the Universitys new campus. His proposal was initially declined by the University management when he approached them for the first time. This did not discourage him, and he continued to believe in his ability and instincts. He decided to approach the management once again to start his cafin the new campus of Yeshwanthpur. This time, it was not a denial (at least he thought so), but also not a very clear yes. Rajat now found himself in a dilemma: should he approach the management once again, possibly with a stronger business plan, though this might again involve seeking financial help from his family? The other two options were to continue at his current job till he gets a better opportunity to shift, and the last option was to return to his hometown to help his father in the catering business, a less trendy but potentially stable one. Complexity academic level This case is intended for the students of Entrepreneurship and Strategy in undergraduate and postgraduate courses. This case demonstrated how persistence and self-motivation enable people to become successful entrepreneurs. The case could also be used for understanding entrepreneurship challenges and the traits of an entrepreneur. Supplementary material Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship. 2025 Emerald Publishing Limited
Emerald Emerging Markets Case Studies;Volume;15;Issue;4;pp.1-11
https://doi.org/10.1108/EEMCS-06-2025-0336 https://www.scopus.com/pages/publications/105022409977?origin=resultslist
K S S., Department of MBA, School of Business and Management, CHRIST University, Bengaluru, India; M N., Department of MBA, School of Business and Management, CHRIST University, Bengaluru, India
Business valuation; Discounted cash flow; Finance companies; Financial investment; Financial modeling; Fundamental analysis; New-age tech companies; Payments; Regulations; Value creation
Learning outcomes: This case study enables participants to:??To understand the fintech landscape in India and assess how market dynamics can impact Paytms valuation.??To evaluate the drivers affecting the value of Paytm and arrive at Paytms valuation.??To critically appraise the investment decision made. Case overview/synopsis: Rajani Chandran, a seasoned financial analyst, relooks her recommendation of Paytm in light of the recent revocation of its Payment Bank License. Paytm, the flagship service of One97 Communications Ltd., a financial technology company, is a pioneer in the Indian digital payments and financial services market. However, the developments post going public in 2021 were not always favorable. The frequent fallout with Reserve Bank of India brought restrictions on onboarding new customers and ultimately the revocation of the license. This drastic move is of huge concern to those who have invested in the company. Thus, given this backdrop, Rajani initially explored the dynamic landscape of the Indian digital payments and fintech industry, considering macroeconomic factors, competition and regulatory dynamics. She delved into Paytms financial performance to gauge its position in the market. The next phase of the careful scrutiny involved arriving at the equity value of the venture using the discounted cash flow model. Finally, Rajani critically appraised the drivers of valuation, incorporating both quantitative and the story she has crafted around Paytm. Consequently, participants in this case study are prompted to evaluate Paytm and arrive at a valuation and furnish a comprehensive recommendation based on their analyses, thus understanding the intricacies of evaluating a fintech company with immense potential. This case study serves as a valuable resource for students seeking to comprehend the complexities of financial analysis and valuation within the context of a dynamic and evolving industry landscape. Complexity academic level: The case is best suited for a course on Financial Statement Analysis while discussing how the financial statements of new-age tech companies can be analyzed and Business Valuation while introducing DCF valuation. The case serves as a comprehensive example of the multifaceted challenges and considerations that a buy-side analyst should have while valuing a company and pitching an investment within the fintech industry. Designed for second-year MBA students, the case assumes familiarity with financial reporting and strategic management concepts such as Political, Economic, Social, Technological, Legal and Environmental (PESTLE) and strength, weakness, opportunity and threat (SWOT) analyses and Business Canvas Model. Supplementary material: Teaching notes are available for educators only. Subject code: CSS 1: Accounting and Finance. 2025, Emerald Publishing Limited.
Emerald Emerging Markets Case Studies;Volume;15;Issue;1;pp.1-24
https://doi.org/10.1108/EEMCS-08-2024-0333 https://www.scopus.com/pages/publications/85216958139?origin=resultslist
Simon A.E., School of Business and Management, Christ University, Bangalore, India; Ramesh L., School of Business and Management, Christ University, Bangalore, India
Rebel Foods: Pioneer in Indian internet restaurant and cloud kitchen
Customer relationship management; Digital Marketing; Food marketing; Internet marketing
Learning outcomes The learning outcomes are as follows: to identify the potential for disruptive innovation in the changing dynamics of the online food industry with the emergence of technology; to examine appropriate responses to emerging disruptive (environmental) threats in developing a sustainable food retail business; to evaluate the process of executing change management within the organisation, as per the dynamic external business environment; and to develop marketing and distribution strategies that can be created based on a competitive business environment by applying disruptive technological initiatives. Case overview/synopsis Rebel Foods Private Limited was one of the largest internet restaurant and cloud kitchen companies, founded by Jaydeep Barman and Kallol Banerjee in 2016. Rebel Foods had established its presence in 70 cities owing to its extensive network of 450 cloud kitchens with more than 4, 000 internet restaurants. It was involved in all three steps of the food on demand industry: ordering, distribution and order fulfillment. Faasos (earlier name of Rebel Foods) had invested around four years in the restaurant industry using the brick-and-mortar format, slowly shifting to the online business model. Due to the spread of the COVID-19 virus in March 2020, Rebel Foods closed 70% of its kitchens and began selling do-it-yourself meal kits. After the pandemic, the kitchens at Rebel Foods used cutting-edge technology such as robotics, drum machines, automatic Tawas (pans) and auto fryers. The chefs at Rebel Foods had automated the cooking process using modern technology like computer vision and artificial intelligence. Despite all efforts, the companys operating revenue had dropped by 27.5% during FY21 to reach 405.1 crore INR, down from 558.7 crore INR in FY20. Sales have also been declining in the past few years. Complexity academic level The learners can be early-career entrepreneurs operating in the food industry and/or enrolled in postgraduate or short-term management programs. The case can also be used in Executive MBA courses in Strategic Management, Marketing Management and Entrepreneurship Management. Supplementary material Teaching notes are available for educators only. Subject code CSS 8: Marketing. 2025 Emerald Publishing Limited
Jain, Prateek; Srivastava, Manish Kumar; Podilapu, Mounica Kavya
Emerald Emerging Markets Case Studies;Volume;15;Issue;4;pp.1-12
https://doi.org/10.1108/EEMCS-09-2023-0361 https://www.scopus.com/pages/publications/105025157931?origin=resultslist
Jain P., Department of Strategy and Entrepreneurship, Birla Institute of Management Technology, Greater Noida, India; Srivastava M.K., School of Business and Management, Christ University, Bangalore, India; Podilapu M.K., Indian Institute of Management, Jammu, India
Attrition; Culture; Employee engagement; Human resource management; Organizational behavior; Performance measurement; Recruitment; Satisfaction; Training and development; Workforce; Workforce planning
Learning outcomes: The case study intends to explain attrition and employee engagement & its impact on attrition. The case discussions enable students/learners to identify and analyze factors that lead to attrition and affect employee engagement, most of which are not easily recognizable. The deliberations will help students/learners appreciate the importance of employee engagement for the employee and the organization. Case overview/synopsis: The case study is an original story about a company in Hyderabad in the telecom infrastructure industry with an illustrative scenario on facing high attrition. The case study delves into the underlying factors influencing employee satisfaction and attrition, emphasizing the importance of effective HR strategies in managing employees. The critical implications of this case can be used to teach the essence of employee satisfaction and employee engagement and their role in prevention of attrition or employee turnover and concepts related to them. Through qualitative research methods, the insights gathered from employees and management of the company provide important lessons to learners on shaping HR practices that prioritize long-term retention and taking care of employees. Ultimately, the companys experience serves as a compelling illustration of the challenges facing organizations in todays dynamic work environment. Complexity academic level: The case is of medium difficulty and can be used for post graduate students/entry level HR practitioners who have a basic understanding of Human Resource Management concepts and theories. Supplementary material: Teaching notes are available for educators only. Subject code: CSS 6: Human Resource Management. 2025, Emerald Publishing Limited.
V G, Prathima; Mukhopadhyay, Kankana; Menta Lakshmi, Prathyusha
Emerald Emerging Markets Case Studies;Volume;15;Issue;2;pp.1-26
https://doi.org/10.1108/EEMCS-10-2024-0449 https://www.scopus.com/pages/publications/105007248920?origin=resultslist
V G P., School of Business and Management, Christ University, Bengaluru, India; Mukhopadhyay K., Department of Human Resource, Praxis Business School, Kolkata, India; Menta Lakshmi P., Department of Management Studies, BNM Institute of Technology, Bengaluru, India
Social entrepreneurship on a crossroad: the case of Sunbird Straws
Ecopreneur; Entrepreneurship; Environment and society; Financial planning; Leadership dilemma; Small businesses; Social enterprise; Social entrepreneurship
Learning outcomes: The learning objectives are intended to stimulate the students comprehension of the various challenges faced by Indian social entrepreneurs. The case study offers a rich educational experience spanning diverse fields, including business operations, entrepreneurship, sustainable products, social innovation and financial planning. The case study on social entrepreneurship will guide students to comprehend its concept, significance, challenges and understand how businesses can be a force for positive social impact. The case study serves as a valuable tool for graduate students, helping them improve their critical thinking and solution-focused skills in preparation for their future entrepreneurial endeavors. Students should be able to analyze the case study, answer questions and evaluate the co-founders business expansion dilemma. Case overview/synopsis: Social entrepreneurs are vital in tackling pressing societal issues, fostering innovation and creating lasting solutions for rural communities. However, their unique challenges often go unnoticed. This case study highlights the journey of Dr Saji Kurungatil Varghese, the co-founder of Sunbird Straws, an eco-friendly startup, and the complexities they faced while considering business expansion. The purpose of this case study is to provide insight into the world of social entrepreneurs and emphasize their importance and contribution on a wide scale. Complexity academic level: This case study is suitable for undergraduate and postgraduate students. Supplementary materials: Teaching notes are available for educators only. Subject code: CSS3: Entrepreneurship. 2025, Emerald Publishing Limited.
Datta, Pallavi; Modi, Shailavi; Singh, Yugantar; Mathew, Jain
Emerald Emerging Markets Case Studies;Volume;15;Issue;1;pp.1-20
https://doi.org/10.1108/EEMCS-11-2023-0435 https://www.scopus.com/pages/publications/85214418509?origin=resultslist
Datta P., School of Business and Management, CHRIST (Deemed to be University), Bangalore, India; Modi S., School of Business and Management, CHRIST (Deemed to be University), Bangalore, India; Singh Y., School of Business and Management, CHRIST (Deemed to be University), Bangalore, India; Mathew J., School of Business and Management, CHRIST (Deemed to be University), Bangalore, India