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E-training changed the employee experience with the help of virtual and online tools. This study aims to analyse the perceived impact of e-training on trainee experience and trainees’ self-assessment.

Data was gathered using a structured questionnaire from 853 employees of 30 Hydropower stations in North India. The partial least squares-structural equation modelling is used to test the relationships between study variables.

The result shows infrastructure and organisational support as the leading dimension, followed by trainer abilities and content/material/design to impact the perceived usefulness of e-training. The perceived trainee experience significantly impacts the e-training outcome as trainees’ perceived significant positive self-assessment.

Employees in select organisations indicate acceptance of the e-training. Hence, this study supports the applications of modern and emerging e-training tools as artefacts to support the learning and development of employees in select organisations.

This study explored the relationship between synchronous e-training and employee experience in the select power sector organisations previously dominated by traditional training tools.

The power sector organizations are transforming swiftly with technological advancements and competition in the market. The present study aims to validate the determinants of employee resilience in hydropower organizations.

A quantitative, cross-sectional research approach was used to conduct the study. The information was collected through a structured questionnaire from 853 employees working in 30 hydropower plants in North India. The PLS-SEM technique used to validate the extracted factors' structure.

The study validated determinants of employee resilience: self-management, flexibility and proactiveness, interactive, vision, relationships and problem-solving skills.

The implications of employee resilience as a strategic tool to diffuse rapid work and environmental changes is validated in select hydropower plants.

The research is original and conducted in the hydropower sector to explore the concept of employee resilience.

The primary objective of this endeavour is to form a retrospective overview of the International Marketing Review (IMR) and map its way forward.

A range of bibliometric techniques has been employed to analyse the performance of IMR and its stakeholders, map the evolution of its thematic and intellectual structures and analyse the factors driving IMR's academic influence and impact

IMR's academic contributions, influence and impact have grown progressively. The thematic structure of the journal has evolved into six clusters. Simultaneously, its research fronts have submerged to six bibliographic clusters, noted as marketing channels, cross-cultural impact on emerging markets, export performance, country of origin (COO), online consumers and global business environment. Among these, the first four are still evolving, suggesting scope for future submissions.

The limitation of this endeavour largely arises from its selection of bibliographic data being confined to Scopus.

To the best of the authors’ knowledge, this is the first objective assessment of the journal, useful to its authors, readers, reviewers and editorial board.