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Purpose of This Chapter:

This perspective seeks to assert that India was (and is) a great civilization and is on its way to further greatness in the year 2047 (the 100^th year of India’s independence), provided some challenges are confronted in the earnest – both at the managerial and societal levels.

Design / Methodology / Approach:

The chapter adopts a simplistic review of literature-cum-personal analysis-based approach. Sources ranging from journals and newspapers to websites have been employed to arrive at an informed opinion on the theme.

Findings:

The chapter advocates for concerted action on the fronts of employee welfare, adoption of the latest digital technologies, improving inter- and intra-team communication, upgrading the skills of employees, promoting innovation and employment of women in decent jobs with robust wage and social security structures to tackle the new-age management challenges.

Research Limitations:

In the wake of the absence of empirical research and lack of quantifiable data on the new-age management challenges, it is difficult to ascertain the exact nature of the relationship of the same with Target 2047.

Practical Implications:

The chapter projects certain strengths, weaknesses, opportunities, and threats (SWOT) that are both internal and external to the country’s socioeconomic makeup. The same would assist the new-age managers to be better prepared for upcoming challenges and roadblocks to India’s Goal 2047.

Originality:

This chapter is one of the earliest attempts at linking the seemingly unrelated concepts of new-age management challenges and India’s quest to become a developed country by 2047.

This study shows the influence of consumers' goal and strategy of maximization on the process behind their behavioral response to price.

Data was collected through a 2×2 experimental design involving 314 respondents and analyzed using PLS-SEM.

The results show that when buyers maximize, their transaction value and acquisition value perceptions predict their behavioral response to deals and discounts. Further, these buyers do not consider sales price information to form their internal reference price. On the other hand, when buyers satisfice, their transaction value perceptions predict the behavioral responses to price deals, and the relationship between transaction value and the behavioral response is not mediated by acquisition value. Further, such buyers consider sales price to form their internal reference price.

The theory of purchase value assumes that consumers seek to maximize their value. Our work relaxes this assumption to show how value maximizers (and satisficers) differ in the process of value formation and their responses to price promotions.

This study aims to understand role employee emotional capital in e-commerce organizations for implementing a sustainability-oriented approach. It explores two research questions: First, what role does emotional capital play in creating a sustainability-oriented functioning in an e-commerce organization? Second, how the emotional capital of employees and leaders can be molded and aligned to the desired behavioral approach toward sustainability.

The authors’ methodology involves literature review undertaken to appropriately position the understanding of sustainability and its relationship with emotional capital in the e-commerce industry. The paper is based on the review of articles published between the year 1990 and 2020. Academic and peer-reviewed journal articles, which have contributed to enrich the concept of emotional capital and sustainability, were collected from various data sources like SCOPUS, ERIC, Science Direct and Emerald.

The findings indicate that the organizational emotional capital can help in designing and pursuing sustainability-oriented practices in a more “engaged” manner. This can further stimulate a new approach for determining the dimensions, goals and measurement criteria for organizational performance management in the e-commerce industry.

This is a first of its kind study that connects the dots between sustainable organization performance and emotional capital establishing groundwork for future research pursuits in the direction. This study presents strong futuristic managerial implications and focuses on how e-commerce organizations can achieve long-term sustainability performance by harnessing the resource of emotional capital, which is inherently present with them at individual and collective levels.

This paper aims to examine the traditional business communities and family businesses of India, their emergence and sustained growth.

The authors analyze the role of business communities in family businesses of India and identify business communities that have still sustained and marked a global presence.

Business communities such as Marwaris have the knack for business activities and are leaders of family businesses in India today, who have sustained their past success and continue to create new histories. Other traditional business communities such as Parsis, Sindhis, Chettiars and Gujarati banias have not been able to sustain much. Possible reasons were switching to white-collar jobs, taking up diplomacy and other professions, inter caste marriages, international migration in search of business and Indian government policies.

This study provides a useful source of information for academics, policy-makers and economists.

Traditional business communities populate the list of family businesses that have marked their global presence. This paper identifies various factors that are responsible for the growth and sustainability of these business communities.

The study clarifies the role of business communities in domestic economic development.

The paper explored traditional business communities of India and assessed their role in family businesses of India that currently mark a global presence.

The purpose of this paper is to understand the relationship between sustainable development (SD) and spirituality. Bhutan, a country believing deeply in Buddhist spiritual values has created a model of Gross National Happiness (GNH) where it is believed that the holistic evolution of human being can take place with a balance of material as well as non-material aspects of spiritual, cultural, societal and environmental. The paper critically analyzes GNH to establish the role of spirituality in SD.

The paper analyses the GNH concept using literature review. Further, personal meetings with authorities in Bhutan and interaction with citizens of Bhutan used to gather primary data. A critical approach has been applied to understand the practical implication of the concept.

Good governance, sustainable socioeconomic development, cultural preservation and environmental conservation formed the four basic pillars of the GNH index, further elaborated into 9 domains and 33 clustered indicators. The concept has been commendable in giving new direction to the understanding of SD. Nevertheless, certain discrepancies create ambiguity and limitations around the validity of adoption of the concept in other countries.

A balanced and holistic, yet practical model of SD is necessitated. Bhutan has been a pioneer to suggest the different dimensions that can be acted upon to produce a more honest and sustainable path of being in concord with nature, community and other-related surroundings.

The paper provides insights to researchers and practitioners in understanding the basic essentials required for the SD agenda. The paper derives the learnings from the GNH model which can help in understanding the areas where the western three-pillar model of development needs more refinement. At the same time, the paper also helps in creating the insights for Bhutanese practitioners and policymakers about the areas where the GNH model still needs to be worked upon to improve its efficacy.

The paper proposes that SD can only be achieved through spirituality.

The key purpose of this paper is to quantify the size of the energy-efficiency gap (EEG) for air conditioners at the household level in Delhi. Most of the studies in the EEG tradition broadly define EEG as the difference between the actual and optimal level of energy efficiency. The optimal level of energy efficiency is defined at the societal level (that weigh social costs against social benefits) and the private level (that weigh private costs against private benefits).

The authors base the empirical results in this study on the basis of the primary data collected through in-person interviews of the high-income urban households in Delhi in 2014-2015. The sample of 101 households was collected through purposive random sampling. The survey data include information on type and number of AC possessed, hours of operations, socioeconomic characteristics and awareness and habits of households.

Using primary data of 101 high-income urban household, the paper finds that average EEG is about 10 per cent of total electricity demand of ACs at the household level. The maximum current saving potential measured as a difference between hypothetical energy consumption, if everyone adopts five star ACs, and actual energy consumption is estimated about 14 per cent of the total electricity demand of ACs. Results from the ordinary least squares regressions demonstrate that individual’s habits, attitude, awareness of energy-efficiency measures and perceptions significantly determine the size of the EEG. Among other things, authors’ empirical analysis shows that information can play a central role in guiding investment in energy-efficient technologies. From the analysis of improving access to understandable information about cost savings, payback period and emission reduction, it is found that full information leads to the significant reduction in the size of the expected private energy-efficiency gap from 10 to 2.98 per cent at the household level.

This paper tests the significance of non-economic and non-social factors in determining the size of the EEG. Apart from socioeconomic factors such as income, occupation and education, individual’s energy-conserving habits and attitudes, awareness of energy-efficiency measures and perceptions are other important factors found to have a significant negative impact on the size of the EEG. This is particularly important for the designing of information programs by policymakers for promoting energy-efficiency choices in view of the change that is required in the behavior and attitudes of the households.

In this study, authors try to estimate the size of the EEG of ACs for the high-income urban households in Delhi. The private energy-efficiency gap estimated at 10 per cent of the household demand for ACs indicates existing saving opportunity for the private households. It is found that provision of comprehensive information about cost savings, payback period and emission reduction reduces the size of the EEG significantly from 10 to 2.72 per cent at the private level. This highlights the existence of limited and incomplete information in the market about the possible costs and benefits of energy-efficiency investments. This paper tests the significance of non-economic and non-social factors in determining the size of the energy-efficiency gap. Apart from socioeconomic factors such as income, occupation and education, individual’s energy-conserving habits and attitudes, awareness of energy-efficiency measures and perceptions are other important factors found to have a significant negative impact on the size of the EEG. This is particularly important for the designing of information programs by policymakers for promoting energy-efficiency choices in view of the change that is required in the behavior and attitudes of the households.

Traditional paradigms of leadership have celebrated decisive top-down control and analytical decision making. But times are changing. The world is becoming more connected, complex, fluid, and interdependent.

Leading people in this age requires empathy, collaboration, curiosity, and creativity. It’s more about designing elegant solutions than mandating feasible ones. It’s more about becoming optimistic beacons of change than authoritative custodians of the status quo. The leaders of tomorrow are not commanders, they are innovators; and in that, they have a natural ally in designers – the poster children of innovation.

This chapter focuses on how leadership can leverage tools and frameworks usually associated with design to innovate, solve complex problems, motivate teams, inspire people, and nurture the next generation of leaders. It discusses design methodologies – user-focused design, lean, design thinking – as potential approaches to optimizing organizational leadership. We elaborate these ideas through real-world examples.

The chapter also offers actionable tips and techniques that designers use to respond empathetically and elegantly to complex human needs, which are rooted deeply in behaviors and attitudes, governed by complex interactions, and therefore, hard to grapple through a purely analytical approach.

It debunks the myth that leaders need to be creative similar to designers to apply Design Thinking. Applying design approaches and practices to organizational leadership is not just about its leaders becoming more creative. It is definitely not about the person at the top coming up with the grand answer. It is a collaborative effort that brings people from all levels together in pursuit of a common goal.

Virtual reality (VR) technologies have been gaining popularity in training and development in many fields to promote embodied training. However, its adoption in management has been slow and rigorous empirical research to understand its impact on learning and retention is scarce. Thus, this paper aims to examine the benefits of VR technologies for management training.

Through a longitudinal experiment comparing VR platforms and a traditional video platform, this study examines two as yet unexplored benefits of VR technologies vis-à-vis management training – the cognitive outcome and affective reaction of the training experience over time.

This study finds that, for cognitive outcomes, immediate gains are similar across video and VR platforms, but subsequent knowledge retention is significantly higher for VR platforms. In terms of affective reaction, VR platforms generate significantly more enjoyment, which carries over to two weeks later, and is partially associated with higher knowledge retention.

This study has implications for management and human resource trainers and system designers interested in integrating VR for training and development purposes.

This study makes a unique contribution by unpacking the long-term benefits of an embodied training system, as well as identify a possible link between cognitive outcomes and affective reaction.