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Intro -- Preface -- Acknowledgments -- Introduction -- Contents -- Contributors -- Chapter 1: Behaviour of Faculty During COVID-19 Lockdown: A Study of Higher Education in India -- 1.1 Introduction -- 1.2 Literature Review -- 1.3 Research Methodology -- 1.3.1 Questionnaire Development -- 1.3.2 Sampling and Data Collection -- 1.4 Data Analysis and Results -- 1.4.1 Response Rate and Subjects -- 1.4.2 Principal Component Analysis (PCA) -- 1.4.2.1 Pearson Correlation Analysis -- 1.4.2.2 Data Consistency -- 1.4.2.3 Factor Extraction -- 1.4.2.4 Validation of Factor Extraction -- 1.4.3 Applying Structural Equation Modelling (SEM) for Measuring Impact of Factors on Harmonious Lifestyle -- 1.4.4 Hypothesis: Path Testing -- 1.5 Discussion -- 1.6 Implications and Limitations -- 1.6.1 Theoretical Implications -- 1.6.2 Managerial Implications -- 1.6.3 Limitations and Future Research -- 1.7 Conclusions -- References -- Chapter 2: Self Leadership and Innovative Behaviour Challenges in Academics During COVID-19 Crisis -- 2.1 Introduction -- 2.2 Literature Review -- 2.2.1 Self-Leadership and Innovative Behaviour -- 2.2.2 Self-Leadership and Self-Efficacy -- 2.2.3 Relationship Between Self-Efficacy and Innovative Behaviour -- 2.2.4 Relationship Between Job Satisfaction and Innovative Behaviour -- 2.2.5 Relationship Between Job Satisfaction and Self-Leadership -- 2.2.6 Relationship Between Self- Efficacy and Job Satisfaction -- 2.3 Research Methodology -- 2.3.1 Measures -- 2.3.1.1 Self-Leadership -- 2.3.1.2 Self-Efficacy -- 2.3.1.3 Job Satisfaction -- 2.3.1.4 Innovative Behaviour -- 2.3.2 Target Population and Sample Size -- 2.3.3 Sampling Method -- 2.3.4 Data Analysis -- 2.3.4.1 Self-Leadership -- 2.3.4.2 Innovative Behaviour -- 2.3.4.3 Self-Efficacy -- 2.3.4.4 Job Satisfaction -- 2.4 Results -- 2.5 Discussions -- 2.6 Conclusions -- References.
Chapter 3: Engagement of Higher Education Teachers During COVID-19 Pandemic in India -- 3.1 Introduction -- 3.2 Literature Review -- 3.3 Research Methodology -- 3.4 Main Results and Discussion -- 3.5 Conclusion -- References -- Chapter 4: Business Continuity in COVID-19 Pandemic: A Global Review -- 4.1 Introduction -- 4.1.1 Objectives -- 4.1.2 ICC Principles for Business Continuity Management in COVID-19: PAMA -- 4.2 Literature Review/Background -- 4.2.1 Global Review -- 4.2.1.1 The USA -- 4.2.1.2 China -- 4.2.1.3 Pakistan -- 4.2.1.4 India -- 4.3 Materials and Methods -- 4.4 Conclusion, Recommendation, Limitation, and Future Research Direction -- References -- Chapter 5: Brand and Product Preferences Among Post-millennial Consumers During Act-of-God Periods -- 5.1 Introduction -- 5.2 Review of Literature -- 5.2.1 Act of God -- 5.2.2 AOG's Influence on the Marketing Mix -- 5.2.3 Brand Preferences During AOG -- 5.2.4 Brand Preference in Globalization Era -- 5.2.5 Brands and Brand Preferences -- 5.2.6 Proposed Theoretical Framework -- 5.3 Research Objectives -- 5.4 Hypothesized Model -- 5.5 Design of Study -- 5.6 Analysis and Results -- 5.6.1 Exploratory Factor Analysis -- 5.6.2 Confirmatory Factor Analysis -- 5.6.3 Regression Imputation of the Latent Factors -- 5.6.4 Structural Equation Modeling -- 5.7 Discussion -- 5.8 Conclusion -- References -- Chapter 6: The Acceleration of Online Business is Changing the Face of Indian Market: Impact of Active Coronavirus(Covid 19) -- 6.1 Introduction -- 6.2 Emergence of Online Business During Pandemic -- 6.3 Impact of COVID-19 on Online Business -- 6.3.1 The Consumption Process During COVID-19 -- 6.3.2 Shifting and Unfolding the Business -- 6.4 Factorial Influence of COVID-19 on Online Business -- 6.4.1 The Slowdown of Online Business During COVID-19 Situation.
6.4.2 Effects on Job Market Due to COVID-19 Situation -- 6.4.3 Bit to Byte Technology Updation -- 6.4.4 No Stoppage on Flow of Education -- 6.5 Post-COVID-19: A Way to Normal -- 6.6 Conclusion -- References -- Chapter 7: Driving Digital Transformation for Competitive Distinctiveness: The Case of Saregama Carvaan 2.0 -- 7.1 Introductory Reflections -- 7.2 Embracing the Digital Revolution -- 7.3 Music Business: Taking the 'Digital' Leap? -- 7.4 The Origin Saga of Saregama India Ltd. -- 7.5 Saregama Carvaan to Carvaan 2.0: A 'Digital' Triumph? -- 7.6 Saregama Carvaan's Digital Transformation Drives Competitive Distinction -- 7.7 Conclusive Deliberations -- Appendix 1: List of Exhibits -- Appendix 2: List of Tables -- References -- Chapter 8: Business Opportunities for Small Firms Through Digital Platform in Post COVID Era -- 8.1 Introduction -- 8.2 Literature Review -- 8.3 Present Study -- 8.4 Empirical Study -- 8.4.1 Study Objective -- 8.4.2 Method -- 8.4.3 Findings and Discussion -- 8.5 Development of Theoretical Framework Suitable for Consumers in the Digital Platform -- 8.6 Conclusion -- 8.6.1 Theoretical Implications -- 8.6.2 Managerial Implication -- References -- Chapter 9: Pandemic Effect and Remedial Business Model in Micro, Small and Medium Enterprises: A Study in India with Special Reference to West Bengal -- 9.1 Introduction -- 9.2 Literature Review -- 9.3 Data Sources and Methodology -- 9.3.1 Date Sources -- 9.3.2 Methodology -- 9.4 Results and Discussion -- 9.4.1 MSMEs and Effect of COVID-19 Pandemic in India: A Micro Empirical Experience -- 9.4.2 Remedial Measures Taken by Government -- 9.5 Conclusion and Recommendation -- 9.6 Limitations and Scope of Further Research -- References -- Chapter 10: Mergers and Acquisitions: A Key Revival Strategy During the COVID-19 Times -- 10.1 Introduction -- 10.2 Background -- 10.3 Literature Review.
10.4 Materials and Methods -- 10.5 Results -- 10.6 Discussion -- 10.6.1 Primary Sector -- 10.6.1.1 Agriculture and Allied Activities -- 10.6.2 Secondary Sector -- 10.6.2.1 Manufacturing Sector -- 10.7 Future Research Directions -- 10.8 Conclusions -- Web References -- Chapter 11: Effectiveness of Working Capital Management on MSME Sustainability in West Bengal -- 11.1 Introduction -- 11.1.1 Working Capital -- 11.1.2 MSME -- 11.1.3 Forms of Working Capital -- 11.1.4 Importance of Adequate Working Capital -- 11.1.5 Need for the Study -- 11.1.6 Objectives of the Study -- 11.2 Literature Review -- 11.3 Research Methodology -- 11.3.1 Conceptual Framework of the Study -- 11.3.2 Population and Sample Selection -- 11.3.3 Data Collection -- 11.3.4 Data Analysis -- 11.3.5 Limitations of the Study -- 11.4 Analysis of the Data -- 11.4.1 Profiling of Sample Data -- 11.4.2 Working Capital Requirement and Its Management -- 11.4.3 Methods of Financing Working Capital Requirements -- 11.4.4 Receivables, Stock-in-Trade, and Cash Management -- 11.5 Findings -- 11.6 Conclusion -- 11.7 Recommendations -- References -- Chapter 12: Application of Machine Learning (ML) in Human Resource Management -- 12.1 Introduction -- 12.2 About Machine Learning -- 12.3 Machine Learning and HR -- 12.4 Objectives and Methodology -- 12.5 Capacity Building and Challenges -- 12.6 Insights from HR Data -- 12.7 Impact of Machine Learning in HR -- 12.7.1 Automation of Workflows -- 12.7.2 Attracting Top Talent -- 12.7.3 Less Time, Reduced Bias, and Greater Accuracy in Recruiting -- 12.7.4 Applicant Tracking and Assessment -- 12.7.5 Personalization -- 12.7.6 Forward Planning and Efficiency Improvements -- 12.7.7 Attrition Detection and Understanding -- 12.7.8 Measure and Understand Employee Engagement -- 12.7.9 Individual Skill Management/Performance Development -- 12.8 Conclusion -- References.
Chapter 13: Deendayal Antyodaya Yojana-National Rural Livelihood Mission (DAY-NRLM) and Tribal Livelihood Promotion: An Indian Experience in Pre-post COVID-19 Pandemic Era -- 13.1 Introduction -- 13.2 Review of Related Literature -- 13.3 Materials and Methods -- 13.3.1 Materials -- 13.3.2 Methods -- 13.4 Tribes and Their Participation in SHGs in India: An Overview -- 13.4.1 Status of Tribes in India -- 13.4.2 Tribal Participation in SHGs in India: An Inter-state Assessment -- 13.4.2.1 Tribal Participation in SHGs in India -- 13.4.2.2 Impact of COVID-19 on Tribal Participation in SHGs in India -- 13.5 DAY-NRLM: A Journey Towards Livelihood Promotion -- 13.5.1 Formation of DAY-NRLM -- 13.5.2 Conceptualization of Livelihood and DAY-NRLM -- 13.5.3 Promotional Activities of DAY-NRLM -- 13.5.3.1 Programme and Strategies of DAY-NRLM -- 13.5.3.2 Specific Protocol for Inclusion of Tribes in Mainstream Activities -- 13.5.3.3 DAY-NRLM Approach to COVID-19 -- 13.6 Conclusion and Policy Recommendation -- 13.7 Limitations and Scope for Further Research -- References -- Chapter 14: How Microcredit Supports the Employability in the New Normal Era? A Study on Rural Backdrop of India -- 14.1 Introduction -- 14.2 Literature Review and Hypothesis Development -- 14.2.1 Studies on Microfinance and Employability -- 14.2.2 Studies on Microcredit, COVID 19 and Employability -- 14.3 Research Methodology -- 14.3.1 Sample Design -- 14.3.2 Variable Used in the Study -- 14.3.3 Statistical Tools Used for the Study -- 14.4 Analysis and Findings -- 14.4.1 Role of Microcredit on Employment Generation -- 14.5 Results and Discussion -- 14.6 Conclusion and Implications -- References -- Chapter 15: Post Covid-19 Challenges and Economic Development Through Micro, Small, and Medium Enterprises in India -- 15.1 Introduction -- 15.1.1 Methodology and Data Sources.
15.1.2 How to Survive This Covid-19 Pandemic.
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COVID-19 pandemic trajectory in the developing world : exploring the changing environmental and economic milieus in India / / Mukunda Mishra, R.B. Singh, editors
