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The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that business uncertainties and inadequate financial resources that MSME entrepreneurs and managers face require them to constantly engage in strong self-awareness and self-regulating behavior to enhance the efficacy in their roles and, henceforth, their role performance effectiveness.

The approach for data collection was based on the clustering of MSMEs belonging to the clusters machine tool, pump manufacturing, foundry, textile and auto-component clusters in India. The respondents to the study were MSME entrepreneurs and managers who oversee and manage multiple functions like operations, quality, marketing, sales, supply chain management, procurement, personnel and administration and general administration.

The self-efficacy of entrepreneurial managers of MSMEs is observed to play an integral role in enhancing the efficacy of their roles, thus highlighting the use of a process-based perspective while dealing with constant resource constraints and excessive dynamism in their business contexts. The ability to handle multiple tasks effectively and resilience to manage challenges enhances their role-making process, which is significant in achieving and sustaining goal-oriented behavior among MSME entrepreneurs and managers.

This paper would serve as an effective model for entrepreneurs and managers to enhance their efficacy in the individual and interdependent role context, which would help achieve their individual and organizational goals. The model emphasizes a process-based perspective that thrusts the need to relate to the organizational context, enhancing individual confidence for goal-related behavior and fulfilling their role-related expectations.

This paper presents a model of enhancing managerial effectiveness that discusses self-efficacy as antecedent behavior. Here, personal and environmental factors aid cognition to one’s capability to construct reality, self-regulate, encode information and engage in effective managerial action.

Workplace romance presents both opportunities and challenges for organizations, requiring strategic HR leadership to navigate effectively. This study explores the dynamics of workplace romance, its impact on organizational culture and performance, and strategic HR approaches to manage this complex phenomenon.

Information and data from various research blogs and websites have been studied to understand the concept of workplace romance and insights drawn by proposing a few practices for HR leaders.

This practitioner paper indicates a positive relationship and develops insights into how HR leaders’ good strategic practices help manage and mitigate workplace romance challenges.

HR leaders can foster a positive work environment while minimizing the risks associated with workplace relationships by developing clear policies, providing training and education, promoting transparency and fairness, implementing conflict resolution mechanisms and monitoring enforcement.

This paper explores the dynamics of workplace romance and its impact on organizational culture and performance. It also provides fresh insights into strategic HR approaches to managing this complex phenomenon in the workplace.

This study aims more than just assess the direct relationship between corporate social responsibility (CSR) and sustained competitive advantage (SCA). It explores the subtleties of how these impacts might be amplified or altered by socially responsible leadership (SRL). The study emphasizes how important community service (CS) is mediating this complicated connection.

In this study, a survey instrument tailored for employees of Indian private multinational corporations (MNCs) and public sector undertakings/government organizations (PSU/Govt. Orgn.) was used. A total of 517 questionnaires were used for subsequent analysis. Confirmatory factor analysis (CFA) was then carried out on four self-reported scales to assess the discriminant validity of both samples. Subsequently, regression analysis was performed to check the effect of CSR on SCA, with CS acting as a mediator and SRL serving as a moderator.

The findings affirm that CS mediates the relationship between CSR and SCA. Simultaneously, SRL is identified as a moderator in the association between CS and SCA. The mediating role of CS in connecting CSR to SCA holds for both private and public sectors, highlighting the importance of community engagement. A notable observation is the limited prevalence of SRL among PSU/Govt. Orgn. respondents.

This study emphasizes the pivotal role of CSR in transforming companies into socially responsible entities, thereby augmenting corporate reputation and goodwill. Furthermore, the influence of SRL is highlighted as a moderator in the CSR−SCA relationship, impacting both private and public organizations. This research presents a conceptual framework of moderated mediation, shedding light on the complex relationship between CSR and SCA.

This study illuminates the importance of CS and SRL as critical elements in achieving SCA by recognizing a gap in current research. This distinctive perspective enhances the study's originality, providing novel insights into the intricate interplay between CSR, CS, SRL and SCA.

This work presents the results of a case study aimed at revitalizing an agricultural equipment manufacturing consortium facing prolonged losses. The purpose of this paper is to enhance productivity and profitability by identifying and eliminating waste within the manufacturing processes. The study uses lean principles and tools to achieve this objective.

The study begins with the creation of a questionnaire, administered to the consortium to gather insights. The questionnaire responses serve as a foundation for pinpointing critical areas in need of immediate attention. To tackle the challenge of demand forecasting without customer data, a demand forecasting model is introduced. Value stream mapping (VSM) is used to identify and highlight process inefficiencies and waste. The findings are further analyzed using a Pareto chart to prioritize waste reduction efforts. Based on these insights, the study proposes alternative manufacturing methods and waste elimination strategies. A multiphase lean framework is developed as a step-by-step roadmap for implementing lean manufacturing.

The study identifies a broken process flow within the consortium’s manufacturing processes and highlights areas of waste through VSM. The Pareto chart analysis reveals the most significant waste areas requiring immediate intervention. Recommendations for process improvements and waste reduction strategies are provided to the consortium.

This study contributes to the field by applying lean principles and tools to address the unique challenges faced by an agricultural equipment manufacturing consortium. The integration of a demand forecasting model and the development of a multiphase lean framework offer innovative approaches to enhancing productivity and profitability in this context.