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This study aims to examine the relationship between corporate governance, in particular board diversity, and corporate social performance (CSP) amongst the top 500 listed companies in India.

Data from the top 500 listed Indian companies constituting the BSE500 index for a five-year period from 1 April 2014 to 31 March 2019 are used to test the impact of the proportion of women directors, proportion of women independent directors, female CEOs and other corporate governance variables on CSP.

The results of panel regression analysis suggest that firms characterised by high proportions of women directors, independent women directors or a female CEO spend more on corporate social responsibility (CSR) activities. Furthermore, CEO duality, board size and board independence are positively related to social performance. These findings are of relevance to the policymakers and board of directors who are engaged in meeting corporate governance requirements.

This is one of the initial studies to document the impact of executive-level female representation on CSP following India's 2013 regulations on mandatory women representation on boards and CSR expenditure. The study reveals that greater gender diversity on corporate boards significantly boosts CSP, offering strategic advantages in governance and CSR. The study offers practical benefits for various stakeholders including corporate regulators, policymakers and corporate managers.

The paper contributes to the corporate governance and CSR literature by showing that good governance practices and high women representation on boards promote social performance. Our study is one of the preliminary efforts to document the level and impact of female representation at the executive level on CSP after the regulation of minimum women representation on corporate boards and mandatory CSR expenditure requirement introduced in India in 2013.

The study aims to examine the relation between corporate reputation and a firm’s systematic risk for top performing Indian companies.

The paper uses Panel regression analysis of the data from the top 500 listed Indian companies constituting the BSE500 index over a 15-year period from 1 April 2002–31 March 2017. Firm age and shareholders’ return have been used as proxy of firm reputation. This paper use signalling theory to explain the impact of corporate reputation on market risk where proxy for the corporate reputation is seen as an information available to the market.

The findings show a significant positive impact of corporate reputation on systematic risk, indicating that a firm’s systematic risk increases with its reputation. Specifically, the findings suggest that reputed firms experience increased levels of market risk and scrutiny from stakeholders.

The results will help corporate managers from developing economies where corporate reputation plays an important role in determining the investment behaviour.

This study deploys two broad approaches to measure reputation and discern its impact on risk, such as reputation among financial stakeholders and reputation among public stakeholders on market risk, specifically on fast emerging Indian market.

The businesses at the global level are surfacing precipitously, and its ecosystem is illustrated by the factors of volatility, uncertainty, complexity and ambiguity. The rapidly changing business landscape calls for incorporating virtual exertion and the adoption of various digital tools. The process of virtual onboarding which has gained prominence at the global level at the onset of the pandemic necessitates encompassing recruits using virtual podiums and remote processes. The current chapter insinuates a holistic model for a suitable virtual onboarding programme, delineating a comprehensive methodology that incorporates a range of onboarding process elements and syndicates business best exercises from several theoretical backgrounds. It intends to offer a robust framework that suitably guides business organisations in developing and implementing effective virtual onboarding programmes. The Virtual Onboarding Model outlined in the present study elucidates the five integral phases, each serving a specific purpose and strategically integrating them from the outcomes derived from various theoretical underpinnings. The outcomes of this chapter provide detailed assistance for businesses operating in the volatility, uncertainty, complexity and ambiguity (VUCA) world to establish comprehensive remote onboarding programmes. It aims to endow human resource (HR) managers with the indispensable intuitions to create and execute virtual onboarding programmes that support successful learning, cultural integration and employee engagement, ultimately benefiting both the recruits and the businesses in contemporary HR practices.

Disruptive technologies are transforming the insurance market, affecting individuals' and organizations' behavior and adaptability. Effective data utilization has become critical to success in the dynamic insurance sector.

The current research utilized electronic Scopus databases to include all pertinent prior studies. Employing cutting-edge technology, highlighting benefits, resolving challenges, identifying emerging trends, and identifying new practices, the study chapter explores how data practices alter the insurance industry.

The emergence of novel technologies, namely the Internet of Things, mobile devices, blockchains, cryptocurrencies, cloud computing, artificial intelligence, machine learning, and cognitive systems, alter the competitive environment on multiple fronts and at different stages. Insurance companies gain essential insights to enhance their decision-making procedures by addressing data accuracy, integration, and regulatory compliance.

The overview highlights new developments that are radically changing the evolving domain of the insurance business, including augmented analytics, blockchain, predictive analytics, telematics, and ethical AI. This technology is being used so insurers can improve client happiness, handle risks more effectively, and stay competitive. The insurance industry achieves increased efficiency, stimulates innovation, and strategically uses data to strengthen resilience in today's data-centric economy.

Introduction: The effectiveness of management faculty members depends on several factors, including self-efficacy. Albert Bandura coined the term ‘self-efficacy’, defined as ‘the capacity to do things as per one’s ability’ – the self-belief that one ‘can-do’ something.

Purpose: The study aims to discuss the effects of high and low degrees of self-efficacy. Faculty members with high-order competencies achieve higher positions, whereas those with low self-efficacy will generally have less self-belief in achieving success, translating into not progressing either at all or as quickly. There exists a need to study the levels of self-efficacy among faculty members to determine issues that create skill gaps and lead to both high and low efficacy. For better general performance, all faculty members should have high degrees of self-efficacy as it leads to high enthusiasm, increased commitment, and a capacity to dilute and address a range of challenges.

Methodology: This chapter falls under the category of a review paper. As different papers/studies have been reviewed and compared in this study, it does not need to conform to any particular methodology.

Findings: Various findings and practical implications shall be discussed in this chapter regarding self-efficacy among management faculty members. To improve youth’s future abilities by 2030, teachers ought to have higher levels of self-efficacy. Self-efficacy is imperative in accomplishing objectives, achieving results, and accomplishing educational difficulties in instructing understudies (Tumkaya, 2020).