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The purpose of this viewpoint is to present the insights of how AI is transforming the learning environment and strengthening the potential of learning and development in large tech organizations.

This paper leverages the expert opinions of 4 L&D professionals, whose specialized knowledge and direct involvement in the deployment of AI technologies provide a rich, informed perspective on the evolution of learning environments.

Four key trends in AI-integration in learning environments can be seen - AI-powered personalization in learning environment; enhancing interactivity with AI; fostering collaboration and social learning; and assessment and feedback in AI-powered environments.

The discussion around key trends offers a strategic framework for other tech organizations to consider when deploying AI in their learning environments. This can serve as a guideline for enhancing learner engagement, personalization, and overall effectiveness of learning programs.

Responding to the radical changes in work practices and extensive virtual forms of interaction brought by COVID-19, this study aims to investigate the role played by authentic leadership and horizontal collectivism in helping the Indian startups sail through the pandemic.

Data was gathered through standardized questionnaires from 300 leaders and 300 employees from Indian startups during the second phase of lockdown. Statistical analysis using AMOS 23.0 checks for the direct effect of authentic leadership on work engagement and the moderating effect of horizontal collectivism on the relationship between the two. This study also compares the results between self-ascribed and perceived authentic leadership.

Statistical analysis using AMOS 23.0 was done to check for the direct effect of authentic leadership on work engagement and the moderating effect of horizontal collectivism on the relationship between authentic leadership and work engagement. This study also compared the results between self-ascribed and perceived authentic leadership.

To the best of the authors’ knowledge, this is the first study that explores the role of authentic leadership in unlocking work engagement among employees serving in Indian startups during the pandemic. The lesson learned from this is when employees perceived their leaders to be authentic, the work culture to be nonhierarchical and felt collective responsibility toward work, it unlocked their high potential and made them soulfully engaged in their work.

Working through the case and the questions that follow will allow students to evaluate: critically assess the effectiveness and feasibility of Berrylush’s business model through the lens of the Business Model Canvas; understand: explain the strategies used by the organisation to gain and sustain a competitive advantage; apply: use the principles of judo strategy to develop tactics for competing effectively against well-established brands; analyse: examine how environmental changes affect the organisation; and create: formulate a growth strategy for Berrylush.

Two young MBA graduates from a top Indian management institution dreamed of running a large-scale business, providing women all over India with high-quality western clothing. In 2017, Berrylush was born with an initial business model where they designed and manufactured all their products in-house. While at one point, their maximum production capacity was only 900 units a month, within a handful of years, the brand saw its highest selling week of 2022 with sales of over 50,000 orders on India’s largest apparel and fashion website. Co-founder Alok Paul is spearheading the company’s channel expansion, taking it from only direct-to-consumer online sales to offline sales, creating an omnichannel experience for shoppers.

The case can be used for an undergraduate or MBA program teaching a strategic management course after the fundamentals of strategic management have been taught but before strategy execution and implementation have been discussed.

Teaching notes are available for educators only.

CSS 11: Strategy.

The purpose of this study is to understand the rational cogent correlation among the factors that are responsible for the implementation of entrepreneurship to reinstate the severely affected ecosystem during the coronavirus disease 2019 (COVID-19) pandemic.

This paper attempts to identify the various units of entrepreneurship and public policies of entrepreneurship from the coherent literature review and examine the units' objectives. Examination of these units will help understand how the economy can recover from the COVID-19 impact. Total interpretive structural modeling (TISM) and matrix impacts cross multiplication applique and classement (MICMAC) have been used to recognize the factors, which are responsible for detangling the slowdown of the economy.

On the basis of the literature review, a total of 13 factors have been identified. The TISM methodology represents the hierarchical structure of the recognized factors and examines the pros and cons.

The TISM lags to explain the strength and bond among the factors. The MICMAC addresses this problem and advises what factor plays an essential role and which factor impact is the least. An advocate administration of the factors could help to achieve a successful entrepreneurial plan.

An analytic study of the literature review demonstrates the relationship among the units to frame an entrepreneurial plan during the COVID-19 pandemic by using the TISM methodology. Hence, TISM provides reasonable facts to examine why and what factors need more attention for the generation of new business starters in the economic crisis.

The purpose of the study was to find out the effect of authentic leadership on innovative work behavior among employees in the context of Indian startups that have gone global in the past one decade. The study also aimed to investigate the mediating effect of one organizational-level variable, i.e. organizational climate and one individual-level variable, i.e. readiness for change on the direct relationship between authentic leadership and innovative work behavior.

The study used survey method with a sample of 261 employees working in Indian startups that have gone global in the past one decade. Authentic leadership, organizational climate, readiness for change and innovative work behavior were measured using standardized questionnaires.

Structural equation modeling revealed that authentic leadership had significant direct effect on innovative work behavior and this effect was mediated by readiness for change. However, organizational climate had no significant effect.

The findings of the study have important implications for startups that employ millennials as employees and have plans to go global. Millennials have very different characteristics in the workplace and they regard authenticity in the leader very highly. Since they are assertive and they question everything, it becomes imperative for founder-leaders to exhibit authenticity in their actions, words and thoughts.

This is the first study in the context of Indian startups that have gone global by taking important variables of authentic leadership, readiness for change and innovative work behavior.

The COVID-19 pandemic and technological advancements have enabled employees to telework. Referring to this emerging phenomenon, the authors aim to examine how employees' levels of trust in management mediated by psychological well-being impact their performance as they telework. Deploying the theoretical lens of person-environment misfit, the authors also explore the role of technostress in the trust-wellbeing-performance relationship.

The data was collected from 511 full-time service sector employees across Indian organizations through a structured survey questionnaire. The proposed moderation-mediation model for this study was tested using structural equation modeling and bootstrapping method.

Structural equation modeling results indicate that trust in management significantly impacts employee performance while teleworking. While psychological well-being was observed as a significant mediator, technostress played the moderator role in the trust-performance relationship. The moderated-mediation effect of psychological well-being in the trust-performance relationship was stronger when technostress was low and weaker when technostress was high.

The authors extend the person-environment misfit theory in the context of telework, highlighting the role of technostress that may impact the trust-wellbeing- performance relationship in such work settings.

The study informs leaders and managers on balancing delicate aspects such as employee trust and well-being that significantly impact performance as they telework. The authors also highlight the critical role of managers in respecting employees' personal and professional boundaries to alleviate technostress.

The authors make a novel theoretical contribution to the emerging literature on teleworking by examining the trust-psychological wellbeing-performance link and the role of technostress in this relationship.

Drawing from the Job Demands–Resources (JD-R) theory, this paper aims to identify unique job demands, job resources and personal resources in the context of Indian women flexpatriates (IWFs) and understand how they manage to perform in their short-term international assignments (SIAs).

This study takes a qualitative approach by conducting in-depth interviews of 15 IWFs.

Thematic analysis reveals dual-role workload, emotional demands and diluted importance of the assignments as job demands; opportunity for professional growth, social support and combination of work and leisure as job resources, and building up of self-esteem and self-efficacy as personal resources. Also, the unique Indian family structure, Indian women's desire to have “me-time” and zeal to strengthen their identity emerge as differentiating factors for IWFs that enhance their performance.

IWFs are enthusiastic to take up SIAs as it gives them opportunity to enhance their career and strengthen their identity. In addition to their willingness to travel, advance planning of SIAs and profiling of women based on marital status, family type and children can be done for selection.

Despite hailing from paternalistic and male-dominating society and facing familial challenges, IWFs find SIAs liberating, which gives them an opportunity to spend some “me-time,” strengthen their identity and enhance their professional growth.

This is the first qualitative study contextualizing flexpatriation with gender and region by studying Indian women professionals.

This article aims to examine the challenges faced by highly skilled expatriates (i.e. professionals and managers) from the Indian subcontinent (i.e. India and neighboring countries) as they attempt to advance their careers in Australia. Extant literature has revealed significant gaps between policies for skilled migration proposed by governments in developed countries and the response to policies by organizations in those countries. By employing the theories of habitus, disembedding, sensemaking and acculturation as frameworks for analysis, the authors explore and explain how these expatriates settle and integrate into their new lives and careers as they resolve their experience of habitus.

This study employed phenomenology and narrative research techniques using 21 in-depth, semistructured interviews with expatriate professionals from India, Pakistan, Sri Lanka and Bangladesh to explore and examine their expatriation experiences and their occupational progress in Australia.

The findings reveal that on migrating to Australia, expatriate professionals are uprooted from their home country habitus and thrust into new conditions that cause them to lose their cultural, economic, intellectual and social capital, which further leads them into a state of “disembeddedness.” These highly skilled expatriates then rely on sensemaking and acculturation to resolve their crisis of habitus. The authors also found that gender is a significant factor in this process, as female expatriates faced more career-related barriers compared to their male counterparts.

This article brings into focus previously unexamined avenues of expatriation research and proposes a novel theoretical framework that is instrumental in explaining the settlement and integration process of highly skilled professionals from emerging nations.

The business process outsourcing (BPO) industry in India has always been characterized by ungodly hours, monotonous job, low perceived value, dispirited efficiency resulting to high attrition level. Notwithstanding the ever rising attrition rate, it has become critical for the companies to satisfy their employees in order to retain them. The purpose of this paper is to determine what and how job‐related and demographic variables are associated with employee satisfaction of the BPO employees.

Data collected from 500 middle level BPO employees was analyzed using SPSS 16.0. T‐tests and Duncan's post hoc tests were done to compare the various dimensions of employee satisfaction across selected demographic variables such as gender, marital status, education, age and tenure. Correlation was done to find out the relationship between employee satisfaction and various job characteristics as well as demographic variables and finally, regression was done to find out the actual determinants of employee satisfaction.

There is difference of perception towards the job‐related variables on the basis of gender, marital status, education, age, and tenure. Correlations revealed that interpersonal relationships, career progression, salary, company policies, working conditions, and authority have significant positive relationship with employee satisfaction and only accountability had a significant negative relationship with employee satisfaction. Regression revealed the significant determinants of employee satisfaction which were interpersonal relationships, career progression, salary, gender, accountability, and authority.

The study exclusively used surveys to poll work‐related satisfaction from the employees working only in BPO in India and considers only ten job‐related variables and five demographic variables for the study.

The comprehensive study of employee satisfaction is helpful for both practitioners and academicians as it helps in disentangling the perceptions about employee satisfaction and also explains the variances among various groups of demographic characteristics. This will enable organizations to correctly gauge employee satisfaction based on the job‐related and demographic characteristics.

Now that the study has revealed the dimensions of employee satisfaction and the crucial determinants of satisfaction, each of these factors can be individually tackled to ensure employee retention.

The present study illuminates the existing theoretical foundations regarding employee satisfaction by exploring the detailed and ample responses provided by BPO employees in Indian industry; this can help practitioners to make robust managerial decisions.

Business process outsourcing (BPO) industry in India is progressing with an unparalleled velocity. Although, much research has taken place time and again elaborating on attrition, which is a menace to this industry, not much of work has been done on retention. The present study aims to explore the dimensions of retention in a comprehensive manner. The paper identifies the main factors that lead to retention, compares these dimensions across various demographic characteristics and develops a regression model to find out the contribution of the factors to the long term sustenance of employees in a BPO.

A questionnaire was completed by 500 BPO employees located in the National Capital region of India. It measured their perception towards the importance of factors that are responsible for their sustenance in the organization. Data was analyzed using tests like factor analysis, descriptive stats, correlation and regression.

Four major dimensions of retention were extracted. Of the four job-related dimensions and five personal characteristics, intrinsic motivation factor, employee involvement factor, age and education are the primary determinants of employee retention. It was also found that there is a difference in perception of BPO employees towards the importance of these job-related retention dimensions.

Due to selection of only a few facets of job characteristics, and limited geographical area of data collection, generalization of the study findings is limited. Future replication studies with more job characteristics and wider geographical selection in other related subject areas are also recommended.

Research findings will contribute to the body of knowledge in the BPO literature on employee retention programs and educate BPO employers on the organizational benefits associated with loyal, committed workers. Study implications will contribute towards industry's continual pursuit for growth, prosperity and profitability.

The present study explores novel dimensions of employee retention and makes a major contribution to the relative influence of job and personal characteristics in the BPO industry.