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The purpose of this article is to examine the Emotional, Behavioural and Psychological impact, and impact of explosion of Technology-led complexity on Managerial Competencies. The article offers a new training and development agenda that can mitigate these impacts, and improve employee productivity and well-being.

After exploring the theoretical underpinning of management competencies, and dimensions that could impact them, discussions with senior industry experts from different sectors were carried out to understand the impact and suggest ways to mitigate them.

COVID-19 shock and experiences may have impacted the Intrapersonal skills, Interpersonal skill and Leadership skills. Technology explosion may have impacted all these and Business skills as well. A new Learning and Development agenda is suggested to mitigate the emotional and technology impact on each of the managerial competencies, thus improving on-job productivity.

A strategic development program can be created to mitigate the recent emotional, psychological and technology impact on different managerial competencies. This granular training program that understands the cause, and offers a specific solution will greatly benefit the organizations and employees.

The paper combines the understanding of managerial competencies with recent social and workplace developments, and draws on the learnings from industry experts to make practical suggestions for talent development.

The purpose of this paper is to draw attention to the organizational factors that can impact the perception of value proposition as offered by organizations. It aims to highlight the importance of Perceived Organizational Support (POS), Organization’s Perceived Identity (OPI) and Exchange Quality in enhancing the value perception among employees.

This study is based on a review of the literature and offers a conceptual analysis to explain the impact of POS, OPI and exchange quality on the employee’s perception of value proposition.

POS, OPI and exchange quality can act as social exchange elements and can co-create value for internal customers thereby enhancing value perception. They act as the stimuli for the employees which make them realize the benefits that they are offered by the organization.

This is a conceptual paper hence based on literature review of relevant papers.

This study has major implications for understanding the factors that can improve the overall workplace experience of employees and can make the organization one of the best places to work. This will, in turn, enhance employee retention and can be a major strategy of talent management.

The paper provides a novel approach to show the enhancement in value perception by these three factors i.e. POS, OPI and exchange quality with the help of relevant literature.

This study aims at examining the factors governing business benefits of moving to Enterprise 2.0. Web 2.0 has been around for more than a decade, and has been exploited by a lot of business organizations for improving their operations and profitability. However, the success rate has not been uniform.

Is there a pattern behind this successful adoption has been a matter of curiosity for most top management personnel. This paper goes into analyzing what factors govern this movement from Enterprise 1.0 to Enterprise 2.0 and uses structured equation modeling to predict the possibilities.

It concludes by demonstrating that business benefits to the organization are significantly linked to the usage of Web 2.0 tools.

The paper has been done in India, and the authors expect that similar studies around the world will result in similar results.

Results of this paper emphasize the strong correlation between the use of Web 1.0 and Web 2.0 tools with business benefits obtained in terms of improved productivity of resources used and a higher level of information quality leading to better decision-making. Thus, transition to the Enterprise 2.0 state should be strived by all business organizations.

This is an original work of the authors.

The case is aimed at providing students with an opportunity to understand various aspects of corporate governance and the consequences of poor corporate governance. The case addresses the following objectives: The students need to assess the role of the board in implementing corporate governance. The students should be able to explain the conflicts experienced by various stakeholders in an organization. The students need to evaluate the balancing act of growth and governance in a startup. The students should be able to determine the current state of business sustainability of the high-growth startups in India.

The case presents the challenges faced by the CEO of BharatPe, Suhail Sameer. Beginning in 2022, Bharatpe was in deep trouble as there were allegations of financial mismanagement, toxic work culture and widening losses. Co-founder Ashneer Grover and his wife Madhuri had to leave the company following charges against them. As Grover was the face of the company, Sameer would have to quickly act on filling the void and reassuring investors. Because of the uncertainty, scores of employees had already quit or were looking for other jobs. Questions were also raised about the board’s inaction and lack of proactive measures. After a meteoric rise for three years, BharatPe was struggling to survive the whole episode and put its focus back on business.

The case is intended for MBA students in corporate governance, organizational behaviour, business ethics and strategic management areas. As the case reveals the impact of poor corporate governance, it can also be used for executive training purposes on corporate sustainability, governance and leadership with a special focus on Indian startups.

Teaching notes are available for educators only.

CSS 11: Strategy.