Skip to main content


Journal Issues

Modernising India's Knowledge System: a Framework for Strategic Planning via Experimentation
Dr. Neeraj Kumar Assistant Professor, Department of Business Management, L N Mishra College of Business Management, Muzaffarpur. Dr. Sanjay Kumar Professor, Department of Economics, BRA Bihar University, Muzaffarpur (Bihar).
Pages: 1-15 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The best way to preserve and transmit the rich heritage of Indian knowledge to the youth of our modern period is through educational opportunities. An overview of the Teacher-Disciple Tradition and the Bhartiye Gyan Prampara (Indian Knowledge Tradition) was provided at the outset of this research study. Following this introduction, the article delves into a structural study and conceptual framework of India's technical and professional education system. Among the many topics covered in this comprehensive guide to holistic education are its theoretical underpinnings, its connections to traditional Indian wisdom, and the state of education in the current world. Prioritising a middle ground between traditional knowledge and modern teaching methods is one of the requirements. As an example of how ancient wisdom and modern teaching methods can coexist, consider the focus on holistic education approaches that help to strengthen the Indian Knowledge Tradition. Consequently, the deeply held belief in India is vigorously advocated. ‘Ingrained in India’ is one of the most significant ideas that emerged from India's New Education Policy of 2020 and will play a crucial role in the country's future educational system. In order to ensure that all students have access to an inclusive, diverse, and culturally rich educational experience, this idea is interwoven throughout the NEP. The term stands for an approach to teaching that has deep roots in India’s rich intellectual, historical, cultural, and spiritual heritage.

Keywords: Indian Knowledge Tradition, Teacher-Disciple Heritage, Professional/technical education, NEP 2020, Comprehensive Learning 

References

  1. Abell, S. K., & Volkmann, M. J. (2006). Seamless Assessment in Science: A Guide for Elementary and Middle School Teachers. Portsmouth, NH: Heinemann.

  2. Allery, L. (2009). How to Teach Practical Skills. Education for Primary Care, 58-60.

  3. Anderson, L. W., & Krathwohl, D. R. (2001). A Taxonomy for Learning, Teaching and Assessing - Á revision of Bloom's taxonomy of Educational Objectives. Pearson Education.

  4. Banthiya, N. K. (1999). REC Module 2 ‘Devise Teaching Strategies and Select Teaching Methods’. Bhopal, India: TTTI, Bhopal.

  5. Banthiya, N. K. (1999) - Module 7 Development of Curriculum for a Subject/Programme. UK-REC Project on Development of Competency-based Self Learning Module. Bhopal, Madhya Pradesh, India: TTTI, Bhopal.

  6. Chaudhary R.S., (2023), Rishis Intelligence, Notion Press.

  7. Chopra, Deepak (2008) - The Seven Spiritual Laws of Success', Hay House, New Delhi, Reprint 28th 2020.

  8. Cilliers, E.,J. (2017). The Challenge of Teaching Generation Z. PEOPLE: International Journal of Social Sciences, 3(1), 188-198.

  9. Dori, Y. J., Mevarech, Z. R., & Baker, D. R. (2018). Cognition, Metacognition, and Culture in Stem Education. Springer.

  10. Ferrer, A. (2018). Integral education in ancient India from Vedas and Upanishads to Vedanta. International Journal of Research-Granthaalayah, 6(6),281-295.

  11. Gupta, S.K. and Earnest Joshua (2017) -

  12. https://ieeexplore.ieee.org/xpl/conhome/7749394/

  13. (Proceeding accessed on 2 October 2019)

  14. Hesket, R. P., Farrell, S., & Slater, C. S. (2003). 'An Inductive Approach to Teaching Courses in Engineering, Proceedings of the 2003 American Society for Engineering Education Annual Conference & Exposition.

  15. Jeder, D. (2014). Trans-disciplinarity-The advantage of a holistic approach to life. Procedia-Socialand Behavioral Sciences, 137, 127-131

  16. Johri B.P., & Pathak P.D., (2015), Development of Education System in India, Agrawal Publications.

  17. Kalyani. P. (2020). An empirical study on NEP 2020 [National Education Policy] with special reference to the future of the Indian education system and its effects on the Stakeholders. Journal of Management Engineering and Information Technology, 7(5), 1-17

  18. Kapoor K., Singh A.K., (2016), Indian Knowledge Systems Vol 1 retrieved from https://iks.iitgn.ac.in/wp-content/uploads/2016/01/ Indian-Knowledge-Systems-Kapil-Kapoor.pdf. 

  19. Kashalkar, S. (2013)-Comparative Study of Ancient Gurukul System and the New Trends of GURU-SHISHYA' PARAMPARAhttp://www.iasir.net, American International Journal of Research in Humanities, Arts and Social Sciences, 2(1), March-May, 2013, pp. 81-84

  20. Mahesh, K. M., Aithal, P. S., & Sharma, K. R. S., (2023). Literature Review on Indian Ancient University in imparting Holistic and Multidisciplinary: To Create Indian Knowledge System (IKS). International Journal of Philosophy and Languages (IJPL),2(1), 1-17. DOI: 

    https://doi.org/10.5281/zenodo.7847266

  21. Mahmoudi S., Jafari E., Nasrabadi H. A., Liaghatdar M. J., (2012), International Education Studies, Vol. 5, No.2; doi: 10.5539/ies.v5n3p178

  22. M.H., Menendez, C. A., Escobar&R.M., Menendez (2020). Educational experiences with Generation ZInternational Journal on Interactive Design and Manufacturing (IJIDeM) (2020) 14:847-859 https://doi.org/10.1007/s12008-020-00674-9

  23. Mittal, L.N. (2016) - Improving Engineering Education - Some Suggestions; Cognifront Publishers, Nashik.

  24. Moin M.D., (2023). The Present Education System: A Critical Analysis retrieved from 

    https://www.telekent.com/2023/03/educationalsystem.html.

  25. Roy M., (2020), A Critical Study on the Holistic and Multidisciplinary Approach of National Educational Policy 2020 (NEP 2020) in India, International Journal for Multidisciplinary Research (IJFMR), Volume 4, Issue6.

    DOI:10.36948/ijfijfmr. 2022.v06.971

  26. Singh A. P., (2022). Ancient Indian Knowledge Systems and their Relevance Today - With an Emphasis on Arthasastra, India Foundation, retrieved from https://indiafoundation.in/articles-and-commentaries/ancient indian-knowledge-systems-and-their-relevance-today-with-an-emphasis-on-arthasastra/

  27. Tiwari S., (2023), Indian Knowledge System (IKS) as a Significant Corpus of Resources Useful for Personal and Professional Development, International Journal of Humanities and Social Science Invention (IJHSSI) ISSN (Online): 2319-7722, DOI: 10.35629/7722-1209191200

  28. UGC, (2023), Guidelines for incorporating Indian Knowledge System in Higher Education Curricula, retrieved from 

  29. https://www.ugc.gov.in/pdfnews/6436045_Guidelines-IKS-in-HE-Curricula.pdf

  30. Vivekananda, Swami (1970): Selections from Swami Vivekananda, Advaita Ashram, Kolkata.

  31. Yadav N., (2023), Importance of Sanskrit Mantras and Ancient Indian Knowledge Systems in Sustainable Development, retrieved from 

  32. https://www.researchgate.net/publication/371752096_Importance_of_Sanskrit_Mantras_and_Ancient_Indian_Knowledge_Systems_in_Sustainable_Development

  33. www.indranathchoudhuri.com › Guru Shisya Parampara accessed on 2 October 2019

  34. https://www.innovativepulication.com › journal-article-file

  35. https://shodhganga.inflibnet.ac.in/bitstream/10603/183417/9/09_chapter1.pdf

    https://obamawhitehouse.archives.gov/the-press-office/2016/03/04/press-briefing-press-    secretary-josh-earnest-342016.  

Media, Society, and Mental Health: Assessing the Impact of Digital Platforms on Mental Health Perceptions, Well-Being, and Awareness
Srithi Sriram, G.C. Vishwathaa, B. R. Sriya, S. Anisha
Pages: 16-23 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

In recent years, digital platforms have become an important part of everyday life, influencing how people think, feel, and interact with others. Social media platforms such as Facebook, Instagram, TikTok, and X play a major role in shaping conversations around mental health. This study focuses on understanding how these platforms affect people’s perceptions of mental health, their emotional well-being, and their awareness of psychological issues. It also examines whether digital media encourages help-seeking behavior and helps in reducing stigma.

The study is based on primary data collected from 102 respondents using a structured questionnaire. A convenience sampling method was adopted for data collection. In addition, secondary data from journals and research articles were reviewed to support the analysis. Statistical techniques such as correlation, percentage analysis, and descriptive analysis were applied using MS Excel and SPSS.

The results indicate that the impact of digital media depends more on the type of content viewed rather than the amount of time spent online. Positive and informative mental health content tends to improve awareness and encourage supportive attitudes, while sensationalized or misleading content may contribute to stress and anxiety. Overall, the study suggests that digital platforms have the potential to promote mental health awareness, but responsible and ethical communication is essential to ensure constructive outcomes.

References

  1. American Psychiatric Association. (2020). the impact of social media on mental health. American Psychiatric Association.

  2. Bandura, A. (1977). Social learning theory. Prentice Hall.

  3. Best, P., Manktelow, R., & Taylor, B. (2014). Online communication, social media and adolescent wellbeing: A systematic narrative review. Children and Youth Services Review, 41, 27–36.

  4. Gerbner, G. (1998). Cultivation analysis: An overview. Mass Communication & Society, 1(3–4), 175–194.

  5. Karim, F., Oyewande, A. A., Abdalla, L. F., Chaudhry Ehsanullah, R., & Khan, S. (2020). Social media use and its connection to mental health: A systematic review. Cureus, 12(6), e8627.

  6. Keles, B., McCrae, N., & Grealish, A. (2020). A systematic review: The influence of social media on depression, anxiety and psychological distress in adolescents. International Journal of Adolescence and Youth, 25(1), 79–93.

  7. Naslund, J. A., Aschbrenner, K. A., Marsch, L. A., & Bartels, S. J. (2016). The future of mental health care: Peer-to-peer support and social media. Epidemiology and Psychiatric Sciences, 25(2), 113–122.

  8. Orben, A., & Przybylski, A. K. (2019). The association between adolescent well-being and digital technology use. Nature Human Behaviour, 3, 173–182.

  9. Twenge, J. M. (2017). iGen: Why today’s super-connected kids are growing up less rebellious, more tolerant, less happy—and completely unprepared for adulthood. Atria Books.

  10. Vogel, E. A., Rose, J. P., Roberts, L. R., & Eckles, K. (2014). Social comparison, social media, and self-esteem. Psychology of Popular Media Culture, 3(4), 206–222.

  11. World Health Organization. (2022). Mental health and stigma. World Health Organization.

Digital Transformation and Sustainability in Business Operations
R.Varsha, B.Vaishnavi, T. Mouriya, S.Pooja
Pages: 24-31 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 

Sustainability and digital transformation have become key priorities for modern organizations. This study examines how digital transformation supports sustainable business operations by improving efficiency and reducing environmental impact. Technologies such as cloud computing, data analytics, artificial intelligence, and the Internet of Things help organizations optimize resources, lower costs, and minimize waste and energy consumption.  Digital transformation enables paperless processes, enhances supply chain transparency, and supports sustainable sourcing and logistics. When aligned with sustainability goals, digital initiatives help organizations meet regulatory requirements and stakeholder expectations while improving operational performance. The study highlights that digital transformation is not only a technological change but also a strategic approach that integrates business objectives with sustainability. Organizations that embed sustainability into their digital strategies can achieve long-term competitive advantage and operational resilience. This research provides insights into how digital innovation can drive sustainable business operations in today’s digital economy. 

Keywords: Digital Transformation, Sustainability, Business Operations, Resource Optimization, Environmental Impact, Competitive Advantage. 

References

  1. Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471–482. 
  2. Elkington, J. (1997). Cannibals with Forks: The Triple Bottom Line of 21st Century Business
  3. Capstone.
  4. Stock, T., & Seliger, G. (2016). Opportunities of sustainable manufacturing in Industry 4.0. 
  5. Procedia CIRP, 40, 536–541. 
  6. United Nations. (2021). Digital innovation and sustainable development goals. 
Do Sustainability Labels Really Matter? A Study on their Influence on Consumer Purchase Decisions
P.K. Hemapriya, S. Gopika, S. Harini, B. S, Archana
Pages: 32-40 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 

Growing environmental awareness and sustainability concerns have significantly reshaped consumer purchasing behaviour in modern markets. Organizations increasingly adopt sustainability labels such as eco-friendly, organic, recyclable, and fair-trade certifications to communicate environmental responsibility and ethical production practices. Despite their widespread adoption, uncertainty remains regarding the extent to which these labels influence actual consumer purchase decisions. 

This study examines the influence of sustainability labels on consumer awareness, trust, brand preference, and purchase behaviour. A quantitative research approach was adopted using structured questionnaires administered to 100 consumers. The findings indicate that sustainability labels positively influence consumer perception and enhance brand credibility; however, purchasing decisions remain strongly moderated by price sensitivity and clarity of label information. 

The study highlights an awareness–understanding gap, suggesting that recognition of sustainability labels does not always translate into sustainable purchasing action. The research emphasizes the importance of standardized certification systems, transparent communication, and consumer education in strengthening sustainable consumption practices. 

Keywords: Sustainability Labels, Green Marketing, Consumer Behaviour, Eco-labelling, Brand Trust, Sustainable Consumption 

References

  1. Daugbjerg, C., Smed, S., & Andersen, L. M. (2014). Improving consumer response to eco-labelling through environmental awareness initiatives. Journal of Consumer Policy. 

  2. Magnier, L., & Crié, D. (2015). Communicating environmental commitment through eco-labels and packaging. Journal of Business Ethics. 

  3. Miranda-Ackerman, M., & Azzaro-Pantel, C. (2017). Environmental assessment of products through sustainability labelling systems. Journal of Cleaner Production. 

  4. Shah, S., Ahmed, R., & Khan, M. (2023). Trust in eco-labelling schemes and consumer purchase intention. Sustainability Journal. 

  5. Taufique, K. M. R., Siwar, C., Talib, B., & Sarah, F. H. (2019). Consumer understanding of eco-labelling: Scale validation and perception analysis. Journal of Cleaner Production. 

Media, Communication and Sustainability
Jyotsna V Sarathy, S .Prathista, G. Keerthika, S. Keerthana
Pages: 41-48 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Media and communication play an important role in promoting sustainability and encouraging responsible development. The way sustainability issues are communicated to the public has a strong influence on people’s awareness, attitudes, and behaviour. The research presents a framework which demonstrates how media content generates public knowledge and changes public attitudes and creates intentions to act which results in sustainable behaviour. The research identifies three main roles of media in sustainability communication: educating the public about sustainability issues, inspiring individuals through meaningful storytelling, and mobilizing communities to take part in sustainability initiatives.

This paper studies the role of media and communication in promoting sustainable development. It explains how media helps shape public opinion, influences policy discussions, and encourages people to take collective action. Media also plays a role in creating sustainability narratives, promoting responsible consumer behaviour, and supporting communication for a better and more sustainable future.

The study also suggests a conceptual framework that explains how media communication can create awareness, shape attitudes, develop behavioural intentions, and finally lead to sustainable actions. The research identifies three main roles of media in sustainability communication: educating the public about sustainability issues, inspiring individuals through meaningful storytelling, and mobilizing communities to take part in sustainability initiatives.

The findings show that responsible and well-planned communication is very important in addressing sustainability challenges. Media organizations play a major role in informing people, motivating them to act responsibly, and encouraging society to work together towards building a sustainable future.

Keywords: Sustainability, Media Communication, Sustainable Development Goals, Awareness, Behavioural Change, Conceptual Framework

Education for Sustainable Development in the Age of Digital Transformation
M. Abirami, S. Aarthhi, P. Harshini, M. Shanthni
Pages: 49-55 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The study focuses on Education for Sustainable Development in the age of digital transformation and changing climate conditions. It examines how education helps create awareness about sustainability and environmental issues. Today, digital platforms and online resources also support learning beyond classrooms. The study is based on primary data collected from 113 respondents using a structured questionnaire. The findings show that people believe sustainability should be part of education and that digital tools make learning about climate issues easier. Overall, the study highlights the importance of combining education and digital technology to promote environmental awareness and responsibility.

Keywords: Education, Sustainable development, Digital tools, Climate awareness and Responsibility

References

  1. Yadava, S. (2020). Education for sustainable development in India: Reality check on ground zero. International Education and Research Journal, 8(3).

  2. Mohanty, A., Alam, S., & Mohanty, B. (2025). Psychology of sustainability: Education for sustainable development in India. Journal of Research in Environmental and Science Education, 2(2), 94–119.

  3. Saini, & Rani, N. (2023). Conceptual understanding of education and sustainable development in Indian context. ShodhKosh: Journal of Visual and Performing Arts, 4(2), 1363–1368.

Sustainable Finance, ESG Investments and Impact Measurement
R Harini, G N Kaviya Sri, R S Varsha, N Swetha
Pages: 56-64 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Sustainable finance has become an essential component of modern financial systems as businesses and investors increasingly recognize the importance of integrating environmental, social, and governance (ESG) factors into financial decision-making. Traditional investment approaches that focus solely on financial returns are gradually being replaced by sustainable investment models that emphasize long-term value creation, ethical responsibility, and risk mitigation. ESG investments aim to channel capital toward organizations that demonstrate responsible environmental practices, social accountability, and strong governance structures.

In recent years, global financial markets have witnessed a rapid expansion in ESG-oriented investments, driven by rising concerns over climate change, social inequality, corporate misconduct, and regulatory pressures. While ESG investing has gained widespread acceptance, the effectiveness of sustainable finance depends largely on the ability to accurately measure and evaluate the impact generated by such investments. Impact measurement plays a crucial role in assessing whether ESG initiatives achieve their intended environmental and social outcomes and whether they contribute meaningfully to sustainable development.

Despite its growing relevance, impact measurement in sustainable finance faces several challenges, including the absence of standardized reporting frameworks, inconsistencies in ESG data, and difficulties in comparing performance across organizations and industries. These challenges raise concerns regarding transparency, accountability, and the credibility of ESG claims. As a result, investors and policymakers increasingly emphasize the need for reliable measurement mechanisms to ensure that ESG investments lead to genuine and measurable impact rather than symbolic compliance.

This paper examines the concept of sustainable finance with a focus on ESG investments and impact measurement. It seeks to analyse the evolution of ESG investing, the importance of measuring sustainability outcomes, and the challenges associated with evaluating ESG performance. By exploring these dimensions, the study aims to highlight the role of impact measurement in strengthening sustainable finance and supporting informed investment decisions.

Keywords: Sustainable Finance, ESG Investments, Impact Measurement, Responsible Investing, Sustainability

References

  1. Nandy, Debopriyo. “The Rise of ESG (Environmental, Social, and Governance) Investing in India: A Secondary Data Study.” International Journal of Management and Commerce Innovations, Vol. 13, Issue 1, Apr–Sept 2025. Research Publish Journals. 

  2. “The Rise of ESG Investing in India: Trends and Opportunities.” ESG Pulse (online). 

  3. “ESG Investing in India: Navigating Key Factors for Sustainable Growth.” India Brand Equity Foundation (IBEF) blog. 

  4. “ESG Ratings in Global Equity Markets: A Long‑Term Performance Review.” MSCI ESG Research report. 

  5. Data‑Driven Sustainable Investment Strategies: Integrating ESG, Financial Data Science, and Time Series Analysis for Alpha Generation. Afreen Sorathiya et al., International Journal of Financial Studies, 2024. 

  6. “ESG Investing in Good and Bad Times: An International Study.” Journal of International Financial Markets, Institutions and Money, 2024. 

  7. Driving Social Impact Through CSR and ESG: A Practical Roadmap for Practitioners. Ernst & Young (EY) report. 

  8. “ESG Ripples Through Private Markets.” CRISIL blog — insights on ESG integration in private equity, risk, and performance. 

  9. “Global Investments in ESG Funds Plunged 76% in 2022.” Investopedia article (context on global ESG flows and trends). 

  10. “India’s Market Regulator Issues Norms for Withdrawing an ESG Rating.” Reuters news report (regulatory context). 

Towards A Sustainable Future: Waste Management, Recycling Technologies, and Pollution Control
R. Jayashree, M. Harshini, P. Yukti, K. Prarthanaa
Pages: 65-72 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Environmental sustainability has become an urgent global concern due to the rapid increase in waste generation, industrialization, and urban expansion. Improper waste disposal and ineffective pollution control mechanisms continue to threaten ecological balance and public health. This study examines public awareness and perception regarding waste management practices, recycling technologies, and pollution control strategies. The research is based on primary data collected from 100 respondents using a structured questionnaire. The findings reveal that while awareness levels are relatively high among young and urban populations, consistent implementation and behavioural commitment remain limited. The study emphasizes that technological innovation alone is insufficient; sustainable progress requires active public participation, policy enforcement, and educational initiatives. The paper concludes that integrated waste management systems and improved recycling infrastructure are essential for achieving long-term environmental sustainability.

Keywords: Sustainability, Waste Management, Recycling Technology, Pollution Control, Environmental Awareness. 

References

  1. Government of India. (2020). Solid Waste Management Rules, 2016 (amended 2020). Ministry of Environment, Forest and Climate Change.

  2. United Nations Environment Programme. (2021). Global Waste Management Outlook. UNEP.

  3. World Bank. (2018). What a Waste 2.0: A Global Snapshot of Solid Waste Management to 2050. World Bank.

  4. Sharma, A., & Gupta, R. (2019). Sustainable waste management practices and environmental protection. Journal of Environmental Studies, 45(2), 112–125.

  5. Wilson, D. C., Velis, C., & Cheeseman, C. (2006). Role of informal sector recycling in waste management. Habitat International, 30(4), 797–808.

Human Resource Sustainability: Diversity, Wellbeing and Inclusive Workforce
R. Adhvaitha, D. Aishwarya Jain, G. Swetha, S. Shaik Hiba Fathima
Pages: 73-78 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Human Resource Sustainability emphasizes creating resilient organizations by fostering diversity, promoting employee well-being, and building inclusive workforces. In today’s dynamic business environment, sustainable HR practices are not only ethical but also strategic, ensuring long-term organizational success. By embedding inclusivity, equity, and wellness into HR policies, companies can enhance employee engagement, reduce turnover, and strengthen their competitive advantage. This paper explores key strategies and benefits of HR sustainability, highlighting its role in shaping future-ready organizations.

References

  1. Acharya, D., Nanda, A., & Mohanty, D. (2024). Exploring Diversity and Inclusion in HRM: Strategic Approaches and Organizational Impact – A review and synthesis. In International Journal of Creative Research Thoughts (IJCRT), International Journal of Creative Research Thoughts (IJCRT) (Vol. 12, Issue 8) [Journal-article]. 

    https://ijcrt.org/papers/IJCRT2408773.pdf

  2. Ezeafulukwe, C., Onyekwelu, S. C., Onyekwelu, N. P., Ike, C. U., Bello, B. G., & Asuzu, O. F. (2024a). Best practices in human resources for inclusive employment: An in-depth review. International Journal of Science and Research Archive, 11(1), 1286–1293. https://doi.org/10.30574/ijsra.2024.11.1.0215

  3. Ezeafulukwe, C., Onyekwelu, S. C., Onyekwelu, N. P., Ike, C. U., Bello, B. G., & Asuzu, O. F. (2024b). Best practices in human resources for inclusive employment: An in-depth review. International Journal of Science and Research Archive, 11(1), 1286–1293. https://doi.org/10.30574/ijsra.2024.11.1.0215

  4. Kaur, J., & Singh, R. (2025). Workplace Diversity, Equity and Inclusion: A Human Resource Management perspective. International Journal of Advanced Research in Commerce Management & Social Science, 08(03(I)), 67–72. https://doi.org/10.62823/ijarcmss/8.3(i).7779

  5. Kirankumar, R. (2021). The role of HR in building an inclusive workplace culture. International Journal of Engineering Research & Management Technology, 2, 127–129. https://www.ijermt.org/publication/50/56.%20ijermt%20march%202021.pdf?utm_source=copilot.com

  6. SBToolkit, & SBToolkit. (2025, February 14). What is Workforce Sustainability? A Guide to Building a Sustainable and Engaged Workforce. Sustainable Business Toolkit. https://www.sustainablebusinesstoolkit.com/what-is-workforce-sustainability/?utm_source=copilot.com

A Study on Social Equity, Gender Equality and Inclusive Development
S. Snega Deffi Doll, B. Vaishnavi, P. Arockia Sagana
Pages: 79-87 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Social equity and gender equality are essential pillars of inclusive national development. This study examines perceptions of social equity, gender discrimination, and generational differences in awareness and inclusivity. Primary data were collected through a structured questionnaire from 36 respondents representing Gen Z, Millennials, Gen X, and Baby Boomers across urban, semi-urban, and rural regions. The study analyses familiarity with social equity, views on gender equality progress, perceived discrimination, generational awareness, inclusivity, and the role of technology in promoting equality. Findings indicate that most respondents consider social equity important for national development. Gen Z is perceived as more vocal and aware of equality issues, while economic backwardness, women, and transgender individuals are seen as facing major barriers. Although some improvement in gender equality is recognized, respondents believe structural reforms, education, and awareness programs are necessary. The study concludes that inclusive development requires policy reform, social transformation, and intergenerational cooperation.

References

  1. Survey Data (Primary Data)

  2. https://docs.google.com/spreadsheets/d/1H9wE22AQFhMHyGb8JajQcwNTeAm3iIaLZq_VbIpGTOs/edit?usp=sharing

  3. Additional conceptual references:

  4. United Nations – Gender Equality Framework

  5. World Economic Forum – Global Gender Gap Reports

  6. UN Women – Equality and Inclusion Reports

A Study on Sustainability Initiatives in India with Reference to Swachh Bharat Mission and National Solar Mission
M.S. Radhikavenkatasai, T. Keerthiga, M. Sowmiya Shri, V.S. Laavanya
Pages: 88-92 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 

Sustainable development is important for India’s national policies, to address environmental damage, poor sanitation, and increasing energy demand problems. Indian government has introduced programs including Swachh Bharat Mission and National Solar Mission to address Challenges. For this study formed a structured Questionnaire and collected 100 respondents using Google forms. The objective of the research is to analyze public awareness, improvement in sustainable development to evaluate sanitation facilities and how they contribute towards sustainable development. The research additionally examines how perception levels differ between Generation Z individuals (ages 20-29) and Generation Y members (ages 30-40). The results show that most people surveyed have some knowledge of these programs, and those who know more about them tend to view them more favorably. The research determined that government programs have successfully raised environmental awareness among the public, but greater community involvement and better education campaigns will be needed to achieve lasting environmental benefits.

Work-From-Home and Its Impact on Environmental Sustainability
Vandana Arvind, B. Soundarya, M.V. Vidhusha, S.A. Sai Achalaa
Pages: 93-99 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

This is an empirical research paper to study Work-From-home (WFH) culture and its impact on environmental sustainability. A quantitative research design was used, and primary data were collected through a questionnaire administered to 50 individuals. The data obtained was analysed using descriptive statistics and analytics. The findings showed that work-from-home practices significantly contributed to reduce daily commute, lower fuel consumption, and reduced greenhouse gas emissions. However, the study also documented that there is an increase in residential energy usage that partially diminishes the environmental benefits. Overall, these results suggest that the WFH culture has a net positive effect on environmental sustainability, provided it is complemented with energy-efficient household practices. The research offers useful lessons that can be utilized by organizations and policymakers when designing suitable models of work that strike a balance between flexibility and environmental responsibility.

Key words: Work-from-Home, environmental sustainability, greenhouse gas emissions, residential energy usage

The Psychology of Green Marketing: Why Consumers Fall For Greenwashing
S. A. Keerthe, S. Janavi, D. Srividhya, V. Deepika
Pages: 100-107 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Green marketing has emerged as a dominant strategy in modern business as sustainability becomes a central concern in consumer decision-making. Companies increasingly promote products based on environmental benefits to appeal to environmentally conscious consumers. However, the growing prevalence of greenwashing—misleading or exaggerated environmental claims—raises serious ethical and psychological concerns.

This conceptual study examines the psychological mechanisms that make consumers vulnerable to greenwashing practices. Drawing upon consumer decision-making theory, cognitive bias literature, and ethical marketing frameworks, the paper explores how heuristics, emotional appeals, trust signals, and moral motivations shape consumer perceptions. The study argues that greenwashing succeeds not merely due to lack of consumer awareness, but because it aligns with natural cognitive shortcuts and emotional processing systems. The findings highlight the need for stronger regulatory frameworks, ethical corporate responsibility, and improved consumer literacy to ensure that green marketing genuinely supports sustainability goals.

Keywords: Green marketing, Greenwashing, Consumer psychology, Cognitive bias, Ethical advertising, Sustainability

References

  1. Delmas, M. A., & Burbano, V. C. (2011). The drivers of greenwashing. California Management Review, 54(1), 64–87.

  2. Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.

  3. Lyon, T. P., & Montgomery, A. W. (2015). The means and end of greenwash. Organization & Environment, 28(2), 223–249.

  4. Peattie, K., & Crane, A. (2005). Green marketing: Legend, myth, farce or prophesy? Qualitative Market Research, 8(4), 357–370.

Green Supply Chain Management: A Path to Competitive Advantage
M. Sameema Nihar, M. Niranjana Aishwarya, K. Sneka Priya, B. Roshini
Pages: 108-114 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Sustainability has transitioned from a peripheral corporate responsibility concern to a central strategic priority. Among the various sustainability-driven strategies, Green Supply Chain Management (GSCM) has emerged as a transformative mechanism that integrates environmental considerations into supply chain activities including procurement, manufacturing, logistics, and reverse flows. This conceptual research paper examines how GSCM functions as a pathway to sustainable competitive advantage.

Drawing upon the Resource-Based View (RBV), Natural Resource-Based View (NRBV), Dynamic Capabilities Theory, Stakeholder Theory, and Institutional Theory, this study develops an integrative conceptual framework explaining how green supply chain practices translate into efficiency gains, innovation capability, risk mitigation, reputational capital, and long-term profitability.

The paper argues that GSCM is not merely an environmental compliance tool but a strategic capability that enables firms to achieve differentiation, cost leadership, and resilience in volatile markets. The proposed 3E Strategic Model (Efficiency, Effectiveness, Environmental Responsibility) is introduced to demonstrate how environmental initiatives reinforce core competitive drivers.

The study contributes to theoretical discourse by synthesizing fragmented sustainability research into a unified strategic framework and offers managerial insights for embedding green practices into core supply chain strategy.

Keywords: Green Supply Chain Management, Sustainable Competitive Advantage, Resource- Based View, Circular Economy, Environmental Strategy, Green Innovation.

References

  1. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

  2. DiMaggio, P., & Powell, W. (1983). The iron cage revisited. American Sociological Review, 48(2), 147–160.

  3. Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman.

  4. Hart, S. L. (1995). A natural-resource-based view of the firm. Academy of Management Review, 20(4), 986–1014.

  5. Porter, M. E., & van der Linde, C. (1995). Green and competitive. Harvard Business Review, 73(5), 120–134.

  6. Srivastava, S. K. (2007). Green supply-chain management. International Journal of Management Reviews, 9(1), 53–80.

  7. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management.

  8. Strategic Management Journal, 18(7), 509–533.

Sustainable Agricultural Biotechnology in Climate-Vulnerable Regions: A Pathway to Food Security and Climate Resilience
B. Harsha, S. Ishwarya, K. Swarna, D. Sujitha
Pages: 115-119 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 
Climate change has emerged as one of the most critical global challenges affecting agricultural systems worldwide. Climate-vulnerable regions are particularly exposed to droughts, floods, erratic rainfall patterns, soil erosion, and declining fertility. These factors significantly threaten food security, rural income stability, and sustainable development. This research investigates the transformative role of sustainable agricultural biotechnology in strengthening climate resilience and ensuring long-term food security. A descriptive research design was adopted, and primary data were collected from 120 respondents using a structured questionnaire through simple random sampling. Statistical tools were applied to analyse adoption levels, sectorial distribution, perceived benefits, and barriers. Findings indicate that biotechnology adoption improves yield stability, enhances soil health, reduces climate-induced crop losses, and strengthens adaptive capacity. However, financial constraints, technological awareness gaps, and infrastructure limitations remain major challenges. The study contributes original empirical insights and provides policy recommendations for scaling sustainable biotechnology in climate-sensitive regions. 
 

References

  1. Food and Agriculture Organization (2023). 

  2. Biotechnology and sustainable agriculture. 

  3. World Bank (2022) 

  4. Climate-smart agriculture and food security CGIAR (2024). 

  5. Innovations in agricultural biotechnology. 

  6. Intergovernmental Panel on Climate Change (2023). 

  7. Climate change and food systems. 

People, Planet, and Profit: Strategic Human Resource Management as a Driver of Sustainable Development
V. Subhiksha, R. Tithiksha, K. Kavya Sritha, T.S.M. Lithika Saro
Pages: 120-126 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Sustainable development has emerged as a defining priority for modern organizations operating within complex economic, social, and environmental ecosystems. While sustainability strategies often focus on operations, technology, or supply chain systems, the human dimension remains central yet underemphasized. This conceptual research paper examines how Strategic Human Resource Management (SHRM) functions as a critical enabler of sustainable development through the Triple Bottom Line (TBL) framework of People, Planet, and Profit.

Drawing upon Sustainable HRM theory, the Ability–Motivation–Opportunity (AMO) framework, Stakeholder Theory, Social Exchange Theory, and Institutional Theory, this study develops an integrative conceptual model linking HR practices with environmental stewardship, social equity, and long-term organizational performance.

The paper argues that HRM is no longer confined to administrative or transactional roles; rather, it serves as a strategic architect of sustainable culture, ethical leadership, employee engagement, and resilience. By embedding sustainability into recruitment, training, leadership development, performance management, and reward systems, organizations can create alignment between individual behavior and corporate sustainability objectives.

The study contributes to theoretical discourse by positioning HRM as a foundational mechanism in achieving balanced growth across people, planet, and profit dimensions.

Reimagining Management and Sustainability through the Lens of Generation Z: Insights from the Future Workforce
M. Hemalatha, J. Jayavanthi, J. Shreya, M.P. Nivedha
Pages: 127-132 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

This study examines the relationship between Generation Z’s sustainability values and their expectations from managerial and organizational practices. As the newest generation entering the workforce, Generation Z brings a strong awareness of environmental and social issues, which significantly influences their perception of leadership and business responsibility. Unlike earlier generations, they expect organizations to go beyond profit-making and actively contribute to environmental protection, ethical governance, and social well-being.

The research focuses on how Gen Z views ethical leadership, corporate social responsibility, and environmentally sustainable workplace practices. It analyses whether sustainability plays a decisive role in shaping their expectations from managers and organizations. Through primary data collected using a structured questionnaire, the study identifies key patterns in how sustainability values influence career preferences and organizational choice.

The findings highlight that sustainability is not merely an additional feature but a core expectation among the future workforce. The study emphasizes the growing need for organizations to integrate sustainable practices into their management strategies in order to attract, engage, and retain Generation Z employees. Ultimately, the research contributes to understanding how sustainability is reshaping management thinking in the modern business environment.

Keywords: Generation Z, Sustainable Management, Ethical Leadership, Corporate Social Responsibility, Organizational Practices, Career Preferences, Environmental Sustainability, Workforce Expectations.

Study on Digital Transformation Anxiety and Its Impact on Business Innovation
P. Akshaya, D. Anceline Quincy, D. Sangeetha, S. Bhargavi
Pages: 133-139 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

This research paper looks at how digital transformation anxiety impacts business innovation in companies, Today Digital transformation has emerged as a strategic focus area for organizations looking for innovation and sustainable competitiveness. On the other hand, despite the increasing speed of technology adoption, the anxiety of employees regarding digital transformation has remained unattended.

This paper proposes the idea of Digital Transformation Anxiety (DTA), which refers to the fear, anxiety, and resistance shown by employees in response to the increasing speed of technological development, such as artificial intelligence, automation, and digital technology. Based on the conceptual framework for research on secondary data, this study combines the existing literature to explore the relationship between DTA and business innovation. 

The results indicate that unattended anxiety has a negative impact on creativity, experimentation, and innovation performance. On the other hand, by adopting appropriate management strategies and change management practices, anxiety can be leveraged as innovation power. A conceptual framework has been proposed to explore the relationship between DTA and business innovation. 

Keywords: Digital Transformation, Digital Anxiety, Business Innovation, Organizational Behaviour, Change Management, Technology Adoption

References

  1. Amabile, T. M. (1996). Creativity in context: Update to the social psychology of creativity. Westview Press.

  2. Ashforth, B. E. (1989). The experience of powerlessness in organizations. Organizational Behaviour and Human Decision Processes, 43(2), 206-232.

  3. Besson, P., & Rowe, F. (2012). Strategizing information systems-enabled organizational transformation. Journal of Strategic Information Systems, 21(2), 103-124.

  4. Brown, S. A., Dennis, A. R., & Venkatesh, V. (2002). Predicting collaboration technology use. Journal of Management Information Systems, 19(4), 47-81.

  5. Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62(4), 461-473.

  6. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.

  7. Kane, G. C., Phillips, A. N., Copulsky, J., & Andrus, G. (2019). The technology fallacy: How people are the real key to digital transformation. MIT Press.

  8. Marakas, G. M., Yi, M. Y., & Johnson, R. D. (2007). The multilevel character of computer 

  9. Morris, J., & Thieringer, F. (2020). The digital transformation: Overcoming the psychological barriers. Journal of Business Strategy, 41(3), 22-30.

  10. Rozell, E. J. (2019). Digital anxiety: The new workplace stressor. Journal of Business and Psychology, 34(5), 569-582.

  11. Schumpeter, J. A. (1934). The theory of economic development. Harvard University Press.

  12. Spielberger, C. D. (1983). State-Trait Anxiety Inventory for Adults. Mind Garden.

  13. Van de Ven, A. H. (2007). Engaged scholarship: A guide for organizational and social research. Oxford University Press.

  14. Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118-144.

Smarter Cities for a Sustainable Tomorrow
R. Sneka, S. Harini, M. Varshini, B. Revathi
Pages: 140-147 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 

Urbanization has accelerated rapidly in recent decades, resulting in increased pressure on cities to manage infrastructure, resources, and public services efficiently. Traditional urban systems are often unable to cope with rising population density, environmental degradation, traffic congestion, energy demand, and waste generation. In response to these challenges, the concept of smart cities has emerged as a sustainable solution that integrates digital technologies with urban governance and infrastructure. Among these technologies, the Internet of Things (IoT) plays a critical role by enabling real-time data collection, monitoring, and intelligent decision-making. 

This study examines how IoT-based smart city initiatives contribute to sustainable urban development. It explores the application of IoT in key sectors such as energy management, water conservation, waste management, transportation, and public governance. Using a descriptive research design, primary data was collected through a structured questionnaire to understand public awareness, usage frequency, and perception of IoT-enabled services in cities. Secondary data from journals, reports, and research articles were also reviewed. 

The findings indicate that IoT-driven smart city solutions significantly improve resource efficiency, reduce environmental impact, and enhance urban living standards. However, challenges such as high implementation costs, data privacy concerns, technological complexity, and lack of digital literacy remain major barriers.   The study concludes that smart cities can achieve long-term sustainability only through integrated planning, strong governance, citizen participation, and continuous technological adaptation. 

Keywords: Smart Cities, Internet of Things (IoT), Sustainable Development, Urban Infrastructure, Digital Governance, Green Technology 

References

  1. Batty, M. et al. (2018). Smart Cities of the Future. European Physical Journal

  2. Zanella, A. et al. (2014). Internet of Things for Smart Cities. IEEE IoT Journal

  3. Kitchin, R. (2019). Ethics and Governance of Smart Cities. Philosophical Transactions.

  4. Giffinger, R. et al. (2017). Smart City Ranking. Urban Studies

  5. Ahmad, N., & Mehmood, R. (2021). IoT and Urban Sustainability. Sustainable Cities and Society

Customer Adoption and Preferences in Green Transportation: An Empirical Study
B.D. Rubaa Laxmi, R. Dhanasri, K. Reshma Kauser, A.M. Jayeshree
Pages: 148-155 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

This empirical study investigates customer adoption and preferences regarding green transportation, with a particular focus on managerial and policy implications. Using primary survey data, the research examines how factors such as environmental awareness, cost efficiency, convenience, and the availability of infrastructure influence adoption decisions. The findings reveal that while environmental concern motivates consumer interest, economic incentives and perceived usability play equally critical roles in shaping adoption behaviour. Consumers are more likely to embrace green transportation options when they perceive tangible benefits, such as cost savings, ease of use, and reliable accessibility. The study further highlights the importance of targeted communication strategies, user-friendly platforms, and supportive infrastructure in encouraging sustainable mobility choices. These insights provide actionable guidance for businesses seeking to enhance customer engagement and for policymakers aiming to design effective interventions that accelerate the transition to low-emission transport systems. Importantly, the results suggest that efforts in promoting green transportation are moving in the right direction, as increasing awareness, improved infrastructure, and strategic incentives are positively influencing adoption trends. By addressing both behavioural and structural factors, stakeholders can reinforce the momentum toward more sustainable urban mobility. Overall, this research contributes to a deeper understanding of consumer behaviour in the context of environmentally friendly transportation and underscores the potential for coordinated strategies to foster widespread adoption, thereby supporting global sustainability goals.

Key words Green Transportation, Customer Adoption, Consumer Preferences, Sustainable Mobility, and Environmental Awareness

References

  1. Wang, Chongguang. 2025. “Review of Research on Green Transportation.” International Journal of Social Sciences and Public Administration 6, no. 2: 63–67. https://doi.org/10.62051/ijsspa.v6n2.08

  2. Tamakloe, R., and L. D. Caesar. “Factors Associated with Incentive-Prioritizing Electric Vehicle Buyers.” International Journal of Sustainable Transportation, 2026. 

    https://www.eurekamag.com/research/103/458/103458404.php

  3. Shah, Kinjal J., Shu‑Yuan Pan, Ingyu Lee, Hyunook Kim, Zhaoyang You, Jian‑Ming Zheng, and Pen‑Chi Chiang. 2021. “Green Transportation for Sustainability: Review of Current Barriers, Strategies, and Innovative Technologies.” Journal of Cleaner Production 326 (December): 129392. https://doi.org/10.1016/j.jclepro.2021.129392. 

  4. Mao, Yumeng, and Xuemei Li. 2023. “A Review of Research on the Impact Mechanisms of Green Development in the Transportation Industry.” Sustainability 15, no. 23: 16531. https://doi.org/10.3390/su152316531

  5. Moghdani, Reza, Khodakaram Salimifard, Emrah Demir, and Abdelkader Benyettou. “The Green Vehicle Routing Problem: A Systematic Literature Review.” Journal of Cleaner Production 279 (January 2021): 123691. https://doi.org/10.1016/j.jclepro.2020.123691

Is ESG the New Measure of Corporate Excellence or Just a Trend?
T. Jeevitha, C. Nandini, S. Lakshmi Priya, L. Kavitha
Pages: 156-164 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The Environmental, Social, and Governance (ESG) frame has evolved as a new paradigm of excellence that redefines the stylish practices of commercial success in terms of non-financial criteria. With the adding focus on sustainability and responsible governance, ESG has moved from the realm of voluntary reporting to getting an essential part of the commercial strategy and investment decision- making process. This exploration paper attempts to explore whether the relinquishment of ESG is a genuine process of sustainable value creation or a bare response to the pressures of nonsupervisory and request forces.

Using a qualitative abstract frame, this exploration paper relies on academic literature, sustainability reports, and honored ESG fabrics to explore the interlink between ESG integration, stakeholder trust, and sustainable performance. The results of this study show that associations that have authentically integrated ESG into their overall business strategy have demonstrated lesser organizational adaptability, advanced character, and overall fiscal stability. On the other hand, bare tokenistic relinquishment may have the contrary effect on credibility and stakeholder trust.

The exploration paper also highlights the challenges of inconsistent dimension and standing differences, which make it delicate to compare and measure ESG. The exploration paper concludes that ESG is getting a new strategic.

Keywords: Sustainability Integration; Ethical Governance; Responsible Investment; Strategic Responsibility; Corporate Performance Metrics

References

  1. Berg, F., Koelbel, J. F., & Rigobon, R. (2022). Aggregate confusion: The divergence of ESG ratings. Review of Finance, 26(6), 1315–1344. https://doi.org/10.1093/rof/rfac033

  2. Eccles, R. G., Ioannou, I., & Serafeim, G. (2014). The impact of corporate sustainability on organizational processes and performance. Management Science, 60(11), 2835– 2857. https://doi.org/10.1287/mnsc.2014.1984

  3. Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman.

  4. Friede, G., Busch, T., & Bassen, A. (2015). ESG and financial performance: Aggregated

  5. Evidence from more than 2000 empirical studies. Journal of Sustainable Finance & Investment, 5(4), 210–233. 

    https://doi.org/10.1080/20430795.2015.1118917

  6. Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1–2), 62–77.

Impact of Work Stress on Employee Retention
M.Yogasri, S.Nivetha, R. Raghavi, G. Gayathri devi
Pages: 165-170 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Organizations are increasingly dealing with issues pertaining to employee retention and well-being in today's fiercely competitive and quickly changing business climate. Employee attitudes, performance, and long-term organizational commitment have all been found to be significantly impacted by work stress. Employee stress levels are raised by a heavy workload, role uncertainty, interpersonal issues, a lack of work-life balance, and job insecurity. Long-term stress raises burnout, lowers organizational commitment, lowers job satisfaction, and eventually increases turnover intentions. In order to investigate the direct and indirect effects of work-related stress on employee retention, this study creates a conceptual framework. It looks at moderating factors like social support and coping mechanisms as well as mediating factors like burnout, work satisfaction, and organizational commitment for businesses looking to lower stress and boost retention rates, the study offers management consequences and theoretical insights

Keywords: Work stress, Employee retention, Job satisfaction, Turnover Intention, Organizational commitment

Green Marketing and Ethical Branding: Building Sustainable Brands for a Responsible Future
R. Pavithra, Jessica Bernathet, C. Ragavi, S. Rithika
Pages: 171-178 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The growing environmental concerns and rising consumer awareness have significantly reshaped modern marketing practices. Green marketing and ethical branding have emerged as strategic approaches that integrate sustainability, transparency, and social responsibility into business operations and brand identity. This study examines consumer perception toward green marketing and ethical branding practices and analyzes their influence on brand trust, loyalty, and long-term business success. A descriptive research design was adopted, and primary data were collected from 102 respondents using a structured questionnaire based on a five-point Likert scale. Statistical tools such as descriptive analysis and correlation analysis were applied using SPSS to interpret the data. The findings indicate that consumers show higher trust and preference for brands that openly disclose environmental and ethical practices. However, challenges such as greenwashing, higher operational costs, and limited consumer awareness continue to hinder full-scale adoption. The study concludes that transparency, measurable sustainability goals, and ethical consistency are critical in strengthening brand reputation and ensuring long-term growth. The research contributes to the understanding of sustainable branding strategies and provides practical implications for organizations seeking competitive advantage in socially conscious markets.

The study also emphasizes that sustainable marketing is no longer confined to niche markets or luxury segments; it is becoming a mainstream expectation across industries. With the rise of conscious consumerism, ethical considerations are increasingly influencing brand loyalty and purchase behavior. The research highlights that businesses adopting sustainability-driven strategies not only enhance their public image but also ensure operational resilience in the long term. Furthermore, collaboration between policymakers, corporations, and consumers is essential to establish a transparent and accountable ecosystem for ethical branding. Ultimately, this paper underscores that the integration of green marketing is both an environmental imperative and a strategic business opportunity for achieving global sustainability goals.

Keywords: Green marketing, ethical branding, sustainability, consumer trust, brand loyalty, sustainable development

References

  1. Peattie, K., & Crane, A. (2005). Green marketing: Legend, myth, farce or prophesy? Qualitative Market Research: An International Journal, 8(4), 357–370.

  2. Kotler, P., & Keller, K. L. (2016). Marketing management (15th Ed.). Pearson Education.

  3. Polonsky, M. J. (2011). Transformative green marketing: Impediments and opportunities. Journal of Business Research, 64(12), 1311–1319.

  4. Ottman, J. A. (2017). The new rules of green marketing. Routledge.

  5. Delmas, M. A., & Burbano, V. C. (2011). The drivers of greenwashing. California Management Review, 54(1), 64–87.

The Role of Marketing Analytics in Promoting Sustainable Consumer Behavior: A Descriptive Study
Dhanya jenish, S. Hajira thabasam, R. Prathika, T.C. Shedha
Pages: 179-184 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Marketing analytics enables companies to design personalized advertisements, product recommendations, and targeted promotions using consumer data. These strategies are increasingly used to promote eco-friendly products. However, it remains unclear how consumers perceive such analytics-driven promotions and whether they translate into actual sustainable buying behavior. This descriptive study examines consumer awareness, motivations, trust, and purchasing patterns toward eco-friendly products using primary data collected from 41 respondents through a structured questionnaire. Percentage analysis was conducted using Microsoft Excel and visualized through pie charts. The findings reveal high awareness of eco-friendly products but relatively low regular purchasing behavior, indicating an awareness–behavior gap. Consumer decisions appear to be influenced more by convenience, affordability, health benefits, and trust than by sustainability concerns alone. The study suggests that marketing analytics can more effectively promote sustainable consumption when aligned with perceived consumer value and transparent communication.

References

  1. Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211.

  2. Kotler, P., & Keller, K. L. (2016). Marketing Management. Pearson.

  3. Wedel, M., & Kannan, P. K. (2016). Marketing analytics for data-rich environments. Journal of Marketing, 80(6), 97–121.

An Analytical Study of Customer Preferences and Purchase Behaviour towards Eco-Friendly Brands
R. Jeevika, S. Mohana, G. Shivani, K. Swetha
Pages: 185-191 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Today, people are becoming more aware of environmental issues like pollution, climate change, etc., and companies are launching green products to attract customers who are environment-conscious. However, in real life, it is seen that the actual purchasing of green brands is not as high as expected. Consumers’ attitudes towards green brands are positive, but their purchasing behaviour is limited due to certain reasons like high pricing, lack of trust, limited availability of products, etc. This difference between their attitudes and behaviour is a major area of concern for businesses as well as researchers. Therefore, this study aims to analyse consumer perception and how it affects their purchasing behaviour for green brands. This study aims to identify customer preferences for green brands in the context of increasing environmental concerns. It also aims to identify key factors that influence their purchasing behaviour for green brands, including environmental concerns, green image, quality, price sensitivity, trust for green brands, etc. This study aims to identify major factors influencing purchasing behaviour for green brands based on a survey conducted on customers. This study also aims to identify major factors influencing purchasing behaviour for green brands based on a survey conducted on customers.

Keywords: Customer Preferences, Limited Awareness, Purchase Behaviour, Low Availability, High Pricing, Sustainability Communication.

References

  1. Biswas, A., & Roy, M. (2015) Green products: An exploratory study on consumer behaviour in emerging economies of the East. Journal of Cleaner Production, 87, 463–468

  2. Chen, Y.-S. (2010) the drivers of green brand equity: Green brand image, green satisfaction, and green trust. Journal of Business Ethics, 93(2), 307–319.

  3. Gleim, M. R., Smith, J. S., Andrews, D., & Cronin, J. J. (2013) against the green: A multi-method examination of the barriers to green consumption. Journal of Retailing, 89(1), 44–61.

  4. Joshi, Y., & Rahman, Z. (2015) Factors affecting green purchase behaviour and future research directions. International Strategic Management Review, 3(1–2), 128–143

  5. Kumar, A., & Ghai, S. (2022) Customer perception towards eco-friendly brands and purchase intention. International Journal of Marketing Studies, 14(2), 45–59.

  6. Laroche, M., Bergeron, J., & Barbaro-Forleo, G. (2001). Targeting consumers who are willing to pay more for environmentally friendly products. Journal of Consumer Marketing, 18(6), 503–520. 

  7. Ottman, J. A. (2017) the new rules of green marketing: Strategies, tools, and inspiration for sustainable branding. Greenleaf Publishing.

  8. Schiffman, L. G., & Wisenblit J. (2019) - Consumer behavior (12th Ed.). Pearson.

  9. Solomon, M. R. (2020) - Consumer behavior: Buying, having, and being (13th Ed.). Pearson.

Conceptual Framework for Sustainable Health Interventions
S. Akshaya, Avanti Vilas Salunkhe, D. Janani, Nithya Vaishnavi
Pages: 192-198 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Sustainable health interventions are essential for improving long-term public health outcomes. While many health programs focus on short-term disease reduction, sustainability in healthcare ensures that health well-being continues even after the external funding or support is not continued. This paper caves into the conceptual framework for sustainable health interventions by identifying the key determinants, implementation strategies, evaluation systems, and sustainability factors required for long-term success. The study is based on secondary data collected from research articles, public health reports, and institutional frameworks. The findings suggest that sustainability depends not only on medical intervention but also on system design, community participation, policy integration, and continuous evaluation. The study concludes that a structured conceptual framework is necessary to ensure long-term effectiveness in terms of health programs.

Keywords: Sustainable health, public health intervention, community participation, health systems, policy integration, evaluation.

References

  1. Abimbola, S., Keelan, S., & Wenitong, M. (2016) - Community‐led health programs: Evaluating sustainable approaches in low‐income settings - Global Public Health.

  2. Bamberger, M., Rugh, J., & Mabry, L. (2016) - RealWorld Evaluation: Working under budget, time, data, and political constraints - SAGE Publications.

  3. Scheirer, M. A. (2005) - Is sustainability possible? A review and commentary on empirical studies of program sustainability - American Journal of Evaluation.

  4. Pluye, P., Potvin, L., & Denis, J. L. (2004) - Making public health programs last: Conceptualizing sustainability - Evaluation and Program Planning.

  5. Lennox, L., Maher, L., & Reed, J. (2018) - Navigating sustainability in quality improvement: A systematic review - Implementation Science.

  6. Johnson, K., Hays, C., Center, H., & Daley, C. (2004) - Building capacity and sustainable prevention innovations: A sustainability planning model - Evaluation and Program Planning.

  7. Shediac-Rizkallah, M. C., & Bone, L. R. (1998) - Planning for the sustainability of community-based health programs: Conceptual frameworks and future directions for research, practice, and policy.

  8. Stirman, S. W., Kimberly, J., Cook, N., Calloway, A., Castro, F., & Charns, M. (2012) - The sustainability of new programs and innovations: A review of the empirical literature and recommendations for future research.

  9. Wiltsey Stirman, S., Baumann, A. A., & Miller, C. J. (2019) - The FRAME: An expanded framework for reporting adaptations and modifications to evidence-based interventions.

  10. Moullin, J. C., Dickson, K. S., & Stadnick, N. A. (2019) - Systematic review of the exploration, preparation, implementation, sustainment (EPIS) framework.

  11. LeBan, K., Cavanaugh, K. L., & Dahn, B. T. (2020) - Pathways for sustainable health systems strengthening and long-term impact.

  12. Atun, R., Jaffar, S., Nishtar, S., & Knaul, F. M. (2020) - Strengthening health systems for sustainable interventions.

  13. Singh, P., & Sachs, J. (2021) - Achieving sustainable development goals through integrated public health interventions.

  14. Munoz, S., & Miller, W. C. (2022) - Sustainability of community health worker programs: A systematic review - Global Health Research and Policy.

  15. Zawadski, S. A., & Finnegan, K. T. (2023). The role of systems thinking in sustaining public health interventions. Health Systems, 12(1), 34–45.

A Comparative Study on Sustainability Practices of Deyga and Vilvah: An Indian Ethical Beauty Perspective
S. Aparna, S. Danvanthini, S. Kanmani, S. Priyadarsani
Pages: 199-207 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The Indian ethical beauty and organic personal care market has witnessed rapid growth in recent years, driven by increasing consumer awareness about sustainability, ingredient transparency, and responsible sourcing. Among the many emerging brands, Deyga Organics and Vilvah have established themselves as prominent players in the natural skincare segment. While both brands promote eco-friendly values, their sustainability approaches, business strategies, and market positioning differ significantly.

This study comparatively analyses the sustainability practices of Deyga and Vilvah using SWOT analysis, PESTEL framework, and Porter’s Five Forces model. Primary data was collected through a structured questionnaire to understand consumer perception regarding sustainable beauty brands. The study identifies key strategic differences, competitive advantages, consumer priorities, and growth opportunities within the Indian ethical beauty market. The findings highlight that sustainability is not just an ethical choice but a strategic tool for differentiation and long-term competitive advantage.

Keywords: Sustainable Beauty, Ethical Branding, Deyga, Vilvah, Consumer Perception, Competitive Strategy

Nudging Behavioural Change for Achieving Sustainable Development Goals
P. Keerthana, A. Janani, R. Vishali, K.A. Rahmathunnisa
Pages: 208-214 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The achievement of the Sustainable Development Goals (SDGs) depends not only on government policies and institutional frameworks but also on everyday decisions made by individuals. While awareness about sustainability has increased significantly in recent years, actual behavioural change remains inconsistent. Many individuals express concern about environmental issues but fail to translate that concern into consistent sustainable practices. This study explores whether behavioural nudging can help bridge this gap between awareness and action.

An open public survey was conducted using a structured questionnaire and received 100 valid responses from individuals across different backgrounds. Although the survey was open to everyone, students formed the majority of respondents and were therefore treated as the core analytical group. The findings reveal that while 95% of respondents are aware of SDGs, only 65% consistently engage in sustainable behaviours. Awareness of nudging was reported by 80% of respondents. A significant majority (75%) believe nudges are effective, and 78% consider them ethically acceptable.

The results indicate that convenience and social influence play a major role in increasing sustainable behaviour. The study concludes that nudging offers a practical, low-cost, and ethically sound approach to promoting sustainability at the individual level. These findings contribute to behavioural sustainability research and offer insights for policymakers, institutions, and organizations seeking effective strategies to accelerate progress toward the SDGs. 

Keywords: Sustainable Development Goals, Behavioural Nudging, Sustainable Behaviour, Awareness-Action Gap, Ethical Choice Architecture, Environmental Behaviour.

References

  1. Ajzen, I. (1991). The theory of planned behaviour. Organizational Behaviour and Human Decision Processes, 50(2), 179–211. 

    https://doi.org/10.1016/0749-5978 (91)90020-T

  2. Amiri, B., Jafarian, A., & Abdi, Z. (2024). Nudging towards sustainability: A comprehensive review of behavioural approaches to eco-friendly choice. Discover Sustainability, 5, Article 444. https://doi.org/10.1007/s43621-024-00618-3

  3. Sawant, N., & Fulwari, A. (2020). Role of nudging in select goals of sustainable development. Towards Excellence: Indexed, Refereed & Peer Reviewed Journal of Higher Education, 12(3), 97–110.

  4. Thaler, R. H., & Sunstein, C. R. (2008). Nudge: Improving decisions about health, wealth, and happiness. Yale University Press.

  5. United Nations. (2015). transforming our world: The 2030 agenda for sustainable development. United Nations. https://sdgs.un.org/2030agenda

  6. Vande Velde, F., Overgaard, H. J., Bastien, S., Barry, A. E., & Delobelle, P. (2021). Nudge/behavioural-based interventions for behaviour-based prevention and control of infectious diseases: A scoping review. PLOS ONE, 16(10), e0249467. https://doi.org/10.1371/journal.pone.0249467

  7. Busara Center for Behavioural Economics. Nudging our way out of the plastic predicament: How simple nudges can transform recycling behaviours in India. Retrieved from https://busara.global

An Analysis of Digital Adoption and Sustainability Strategies: A Twin Transition Approach
S. Kaviya, S. Sivasankari, T. Mithra, R. Varsha
Pages: 215-224 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The term "twin transition" describes how organizations integrate their sustainability and digital transformation initiatives. Businesses are expected to not only innovate using digital technologies like automation, artificial intelligence, and data analytics, but also to lessen their environmental impact and work toward long-term sustainability in today's quickly changing world. The twin transition highlights that in order to establish sustainable competitiveness, digital and green transformations should support and strengthen one another rather than operate independently.

However, a lack of defined success factors, unclear frameworks, and unstructured implementation strategies make it difficult for many organizations to align digital innovation with sustainability goals. By investigating how businesses can successfully execute the twin transition, this study seeks to close that gap. The study examines the advantages, difficulties, and effects of combining digital adoption with sustainability strategies using a descriptive research design and primary data gathered from respondents in various industries.

The results show that a long-term goal for sustainable performance, strong organizational practices, foundational success factors, and clear triggers are necessary for a successful twin transition. In the end, combining digital transformation with sustainability efforts improves competitive advantage, efficiency, resilience, and regulatory preparedness, opening the door for long-term value creation.

Keywords: Twin Transition, Digital Transformation, Sustainability Strategies, Sustainable Competitiveness, Business Resilience

Beyond Fuel Switches: Re-Engineering Last-Mile Logistics for Low-Carbon Performance
F. Saajitha Begum, M. Shanmuga Priya, J. Anto Jerusha, K. Srija
Pages: 225-230 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Last-mile logistics is the final step of the logistics chain and is an important factor in customer satisfaction. However, it is also one of the biggest sources of carbon emissions in the logistics chain. Many companies have tried to switch from conventional fuel vehicles to electric vehicles to mitigate carbon emissions. While electric vehicles can mitigate carbon emissions from fuel, they cannot address all environmental issues associated with last-mile logistics. Problems such as inefficient routes, unsuccessful deliveries, traffic congestion, and low usage of vehicles are still sources of unnecessary carbon emissions.

This research paper explores the reasons why fuel switching is not enough to achieve low-carbon last-mile logistics. The paper relies on secondary data from other research papers and reports. A qualitative analysis is performed to explore the biggest problems and research gaps in the current state of the art.

The results indicate that carbon emissions are affected not only by the type of fuel used in vehicles but also by the design of the delivery system and customer behaviour. The paper concludes that system-level transformation, such as route optimisation, delivery consolidation, and different delivery points, is required for sustainable last-mile logistics.

Keywords: Last-mile logistics, carbon emissions, electric vehicles, delivery optimization, sustainability.

References

  1. Buldeo Rai, H., Verlinde, S., & Macharis, C. (2019). Sustainable last-mile logistics.

  2. McKinnon, A. (2018). Decarbonizing logistics.

  3. Pourmohammadreza, M. et al. (2025). Review of last-mile logistics sustainability.

  4. World Economic Forum (2020). Future of Last Mile Delivery.

Learning beyond Classrooms: Perspectives on Sustainability in Higher Education
N. Karthika, A. Priyadharshini, J. Benazir Ameena Banu, V.S. Priyadarshini
Pages: 231-239 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Sustainability has become an important focus in higher education as institutions try to reduce environmental impact while maintaining quality learning. This study examines students’ perceptions of the environmental footprint of digital, traditional, and hybrid learning models. Primary data were collected through a structured questionnaire. Percentage analysis and visualization were conducted using Power BI, and a Chi-square test in R was used to examine the relationship between environmental perceptions and support for hybrid learning.

The findings show that most respondents believe digital learning has a lower environmental impact, mainly due to reduced transportation and resource usage. At the same time, hybrid learning is widely accepted as a balanced and sustainable approach. The study highlights the importance of combining digital efficiency with physical interaction to support both sustainability and effective learning in higher education.

References

  1. Adedoyin, O. B., & Soykan, E. (2023). Digital learning in higher education: Challenges and opportunities. Education and Information Technologies, 28(4), 3893–3910.

  2. Bozkurt, A., & Sharma, R. C. (2020). Emergency remote teaching in a time of global crisis. Asian Journal of Distance Education, 15(1), 1–6.

  3. Hilty, L. M., & Aebischer, B. (2015). ICT for sustainability: An emerging research field. Environmental Modelling & Software, 56, 1–7.

  4. Jabbour, C. J. C., et al. (2020). Sustainable development in higher education. Journal of Cleaner Production, 252, 119834.

  5. Means, B., et al. (2013). The effectiveness of online and blended learning: A meta-analysis. U.S. Department of Education.

  6. Selwyn, N. (2016). Education and technology: Key issues and debates. Bloomsbury Academic.

  7. UNESCO. (2022). Education for sustainable development roadmap. UNESCO.

A Study on Employees' Engagement Strategies in KMS Hospital Kadayanallur
U.A. Abdul Waza II – MBA, Dr. Geeta Kesavaraj Associate Professor, Department of Management Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Chennai.
Pages: 240-246 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The importance of employee engagement cannot be overemphasized, as it impacts employee job performance, productivity, and quality of care for patients within healthcare organizations. The purpose of this research study was to explore the various methods used at KMS Hospital in Kadayanallur to promote employee engagement strategies. Employee engagement, as stated by Roberts (2007), is defined as the emotional/psychological commitment an employee has to their organization, resulting in the employee being actively involved in the successful achievement of their organization. Research has shown there is a direct correlation between the level of employee engagement and patient safety in hospitals, the quality of services delivered in hospitals, and employee turnover.

This research study continues to identify the most successful employee engagement strategies that hospitals utilize to create a more engaged employee. The major employee engagement strategies include communication, leadership support and commitment, reward and recognition systems, education, training, and development opportunities, and a positive work environment. Other employee motivation/job satisfaction strategies include providing ongoing opportunities for employee development and including employees in the decision-making process. Regular feedback and recognition programs will enhance trust and build the relationship between management and employees, which will ultimately lead to an increase in the level of employee engagement. 

Keywords: Employee engagement, strategies, employee turnover, job performance, productivity, healthcare organizations, etc.

References

  1. Yule, C., O'Halloran, K., McCarthy, K., & Toller, F. (2018) state that as a result of better employee engagement, hospitals can expect improved patient experiences.

  2. Murray, M. (2012) provides an overview of the effects of leadership, management, and performance on employee engagement within hospitals.

  3. Sculptor, T., Jebali, M., Faulkner, M. & Barker, R. (2012) discuss the relationship of employee engagement to organizational outcomes in health care.

  4. Dunham, T., Gaffney, W., Murphy, K. & Barrett, J. (2015) explore the effects of employee engagement on the functioning of health care organizations through its use of team processes (i.e., team interactions).

  5. Atkins, R. & David, C. (2015) investigate the impact of HRM on employee engagement via a qualitative analysis of HRM practices from the private and non-profit health sectors.

A Study on Employee Involvement and Its Role in Brand Development at Sara Household Products
S. Aiswarya Lakshmi Department of Management,R. Lumina Julie Faculty of Department of Management Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Avadi, Tamil Nadu 600062.
Pages: 247-256 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Employee involvement contributes significantly to the development of the brand in the organization. Particularly in manufacturing and consumer product companies, employees become the brand's most influential ambassadors through their performance, communication, and dedication to the company's goals. Employees' active participation in decision, making, solving problems, and company activities leads to a favourable influence on the company's brand image and customer perception. We took a fresh look at this issue and found that employee involvement helps to develop the brand at Sara Household Products. The research uses a quantitative research approach and applies statistical methods such as reliability analysis, factor analysis, multiple regression, and ANOVA to determine the connection between employee involvement and brand development. The study investigates aspects such as communication, involvement in decision, making, training and development, organizational support, and employee motivation. The results show that when it comes to brand development there are a few things that really matter. The company really needs to focus on getting employees involved.

Key words: Employee Involvement, Brand Development, Employee Engagement, Organizational Communication, Training and Development, Manufacturing Industry

References

  1. Bass, Bernard M. (1985). Leadership and performance beyond expectations. Free Press.

  2. Herzberg, Frederick (1959). The motivation to work (2nd ed.). John Wiley & Sons.

  3. Kahn, William A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.2307/256287

  4. Kotler, Philip, & Keller, Kevin Lane (2016). Marketing management (15th ed.). Pearson Education.

  5. Likert, Rensis (1967). The human organization: Its management and value. McGraw-Hill.

  6. Locke, Edwin A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Rand McNally.

  7. Maslow, Abraham H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396. https://doi.org/10.1037/h0054346

  8. Robbins, Stephen P., & Judge, Timothy A. (2019). Organizational behavior (18th ed.). Pearson.

  9. Saks, Alan M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169

  10. Schultz, Don E., & Schultz, Heidi F. (2004). Brand babble: Sense and nonsense about branding. South-Western Educational Publishing.

  11. Aaker, David A. (1996). Building strong brands. Free Press.

  12. Keller, Kevin Lane (2013). Strategic brand management (4th ed.). Pearson Education.

  13. Harter, James K., Schmidt, Frank L., & Hayes, Theodore L. (2002). Business-unit-level relationship between employee satisfaction and business outcomes. Journal of Applied Psychology, 87(2), 268–279.

  14. Miles, Sandra J., & Mangold, W. Glynn (2004). A conceptualization of the employee branding process. Journal of Relationship Marketing, 3(2-3), 65–87.

  15. Punjaisri, Khanyapuss, & Wilson, Alan (2011). Internal branding process: Key mechanisms and outcomes. Journal of Service Management, 22(2), 152–179.

  16. Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396. https://doi.org/10.1037/h0054346

  17. Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62(2), 237–240. https://doi.org/10.1037/0021-9010.62.2.237

  18. Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee–organization linkages. Academic Press.

  19. Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review. Journal of Applied Psychology, 87(4), 698–714. 

    https://doi.org/10.1037/0021-9010.87.4.698

  20. Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.

  21. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169

A Study on Financial Operations and Reconciliation Practices
B.S. Barath Kalyan II MBA Student, Department of Management Studies, Vel tech Rangarajan Dr. Sangunthala, R&D Institute of science and technology, Avadi, Chennai, India
Pages: 257-261 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Financial operations and reconciliation practices are really important for making sure the financial information in manufacturing organizations is correct and easy to understand. When financial transactions are processed correctly and there are internal controls in place manufacturing organizations can keep accurate financial records and avoid mistakes. This study looks at the operations and reconciliation practices used in the finance department of a manufacturing organization. It checks out financial activities like processing vouchers keeping books doing documentation handling capital work in progress accounting and reconciling bank statements. It also shows how reconciliation practices help find differences between what the company has on record and what the bank says, which makes the financial information more accurate and trustworthy. The study also talks about how using tools like Microsoft Excel can help verify and match data quickly. The results show that when financial operations are organized and reconciliation practices are done regularly it helps keep control of the finances gets the organization ready for audits and makes the financial reports more reliable. The study says that good financial management practices are necessary, for keeping the finances in order and running the manufacturing organization smoothly. Financial operations and reconciliation practices are essential for manufacturing organizations to maintain discipline and operational efficiency.

Keywords: Financial Operations, Reconciliation Practices, Internal Controls, Manufacturing Industry, Financial Reporting.

References

  1. Bragg, S. M. (2019). Accounting Best Practices (4th ed.). John Wiley & Sons.

  2. Kieso, D. E., Weygandt, J. J., & Warfield, T. D. (2018). Intermediate Accounting (16th ed.). Wiley.

  3. Romney, M. B., & Steinbart, P. J. (2017). Accounting Information Systems (14th ed.). Pearson Education.

  4. Horngren, C. T., Sundem, G. L., Elliott, J. A., & Philbrick, D. (2014). Introduction to Financial Accounting (11th ed.). Pearson.

  5. Atrill, P., & McLaney, E. (2018). Accounting and Finance for Non-Specialists (11th ed.). Pearson Education.

  6. Weygandt, J. J., Kimmel, P. D., & Kieso, D. E. (2019). Financial Accounting (10th ed.). Wiley.

  7. Needles, B. E., Powers, M., & Crosson, S. V. (2014). Principles of Accounting (12th ed.). Cengage Learning.

  8. Wild, J. J., Subramanyam, K. R., & Halsey, R. F. (2017). Financial Statement Analysis (11th ed.). McGraw-Hill Education.

A Study on the Impact of AI-Driven Personalization on Consumer Trust and Loyalty- Digital Marketing Sector
T.S. Dhananjeyan II Year MBA Student, Dr. P. Tamilsevan Assistant Professor, Department of Management Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Avadi, Tamil Nadu 600062.
Pages: 262-269 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

One thing clear today? Artificial intelligence shapes much of what happens online - especially how content gets shaped for people, where suggestions lead them, or how they feel navigating websites. The focus here skips wide patterns, zeroing in on one point: how tailored experiences built by AI affect whether users stay loyal and believe in brands digitally. Instead of long talks or written feedback from participants, answers came through fixed survey forms filled out by a hundred respondents. Because the goal was finding common threads rather than rare stories, methods like correlation and regression helped reveal links among customization, confidence in companies, and ongoing interaction. Oddly enough, greater personalization tends to lift ease and enjoyment. Still, belief in a company or plans to come back do not climb just as high. It surprises many, but numbers show slim ties between AI-driven service and long-term customer attachment. Trust grows through openness - organizations that handle information responsibly, guard privacy strictly, speak clearly usually build stronger links.

Keywords: Customer Satisfaction, AI-Driven personalization Consumer trust, Consumer Loyalty, Digital Marketing, Data privacy, Transparency.

References

  1. Russell, S., & Norvig, P. (2021). Artificial Intelligence: A Modern Approach. Pearson.

  2. Kumar, V., & Reinartz W. (2018). Customer Relationship Management: Concept, Strategy and Tools. Springer International Publishing.

  3. Arora, N., Dreze, X., Ghose, A., Hess, J. D., Iyengar, R., Jing, B.... Shankar, V. (2008). Putting One-to-One Marketing to Work: Personalization, Customization and Choice. Marketing Letters, 19(3-4) 305–321.

  4. Chaffey, D., & Ellis-Chadwick, F. (2022). Digital Marketing: Strategy, Implementation and Practice. Pearson Education.

  5. Kotler, P., Kartajaya, H., & Setiawan, I. (2021). Marketing 5.0: Technology, for Humanity. Wiley.

  6. Rust, R. T., & Huang, M. H. (2021). The feeling economy: Managing in the generation of artificial intelligence (AI). Springer.

  7. Wedel, M., & Kannan P. K. (2022). Marketing analytics for data- environments. Springer.

  8. Company. (2023). The value of getting personalization right—or wrong—is multiplying. Retrieved from https://www.mckinsey.com

  9. Salesforce. (2024). State of marketing report: AI and personalization trends. Retrieved from https://www.salesforce.com

  10. Statista. (2024). Artificial intelligence usage, in marketing. Retrieved from

A Comprehensive Study on Marketing Practices at Retail Hypermarket
Y.A. Kiran Joshna II MBA Student, Dr M. Rajapriya Assistant Professor, Department of Management Studies, Vel Tech Rangarajan Dr. Sangunthala R&D Institute of Science and Technology, Avadi, Chennai, India.
Pages: 270-276 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 

During our digital marketing course, we got to know that digital marketing is now a necessity tool to retailers who seek to attract customers and increase foot traffic. Hypermarkets, or, the massive stores that have to compete directly, are resorting to social media, e-mailers, online advertisements, and promotional campaigns to influence what customers will do. In this paper, the author evaluates the effect of these digital promos on the number of individuals who eventually enter a Hypermarket. To calculate this, we targeted on how online marketing may generate buzz, store traffic, and more interaction with shoppers. I collected data by use of a structured questionnaire that I distributed to customers at hypermarket. Altogether, I have gathered 117 responses and processed them using simplified descriptive statistics frequency and percentage analysis to obtain an impression of the tendencies. The findings indicate that online advertising actually assists in enhancing brand awareness and making individuals visit the physical store. Social media posts, and any online offers, and general digital campaigns also ensure that customers are not left out of the loop regarding offers, discounts, which involve an increase in foot traffic. The takeaway? An equal combination of online marketing and conventional strategies can increase the engagement of shoppers and enhance the store performance. Keywords: Customer footfall, SPAR, Digital Marketing, Hypermarkets, Retail Marketing.

References

  1. Dholakia, R. R., Dholakia, N., & Chattopadhyay, A. (2018). Indigenous marketing practices and theories in emerging economies: Consumer behavior and retail transformations in India. 0 

  2. Azeem, S., & Sharma, R. R. K. (2015). Elements of the retail marketing mix: A study of different retail formats in India. 

  3. Zhu, G., & Gao, X. (2019). Precision retail marketing strategy based on digital marketing model. 

  4. Basu, R. (2013). A review of contemporary retail formats in emerging India. 5. Sharma, R., & Kumar Sharma, 

  5. S(2020). The formats and trends of organised retailing in India. 

  6. Chong, J. C. S., Hassan, R., & Shahrani, S. (2022). The relationship between marketing promotions and the demand of customers to buy products from the hypermarket. 

  7. Sahari, N., Othman, A. A., & Kamarolzaman, N. (2023). Unravelling the impact of visual merchandising on consumer impulse buying behaviour in hypermarket. 

  8. Sharma, Y., Nasreen, R., & Mishra, V. (2017). Impact of consumer-centric marketing mix on purchase behaviour of non-core food items: An empirical study of urban subsistence marketplace. 

  9. Jang, Shruti. (2024). Creative marketing ideas in product customization of hypermarkets. 10. Chellammal, T. (2021). Customer satisfaction in the hypermarket in Thoothukudi.

A Study on Impact of Artificial Intelligence on Employee Work-Life Balance in the Metal Manufacturing Sector, Tiruvallur District
M. Madhan II Year MBA Student, Dr. P. Tamilselvan Assistant Professor, Department of Management Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Avadi, Tamil Nadu 600062.
Pages: 277-288 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

In the modern industrial world is fast-paced and changing at rates not experienced previously. The introduction of A I in the Manufacturing sector is shifting the way we manage in workplace. The main purpose of this study is to examine the alternative uses and effects of integrating AI into the improved work life balance for employees through automation of routine tasks, improved scheduling of personnel, and data-informed decision-making in HR management. AI based tools including predictive analytics, virtual assistants, and intelligent monitoring systems are allowing organizational actors to decrease employee stress, improve productivity of employees, and promote flexible work arrangements while working in organizational contexts that previously emphasized rigid unyielding manufacturing efforts. The research paper seeks to assess how AI applications can facilitate a more effective approach to time, well-being, and feelings of satisfaction in jobs through examining the manner of applications of AI. The research study will also monitor operational challenges of addressing ethical considerations, displacement of human jobs through automation, and digital upskilling. Data for the study will utilize recent literature and case examination of manufacturing organizations that have adopted AI based HR and operation systems. The conclusion of the study affirms the paths of work-life balance through AI intersection are best managed through harmonizing the human-centered management practices with technological approach. Keywords: Employee Work-Life Balance, Artificial Intelligence adoption, Employee Well-being, and Time Management.

References

1. Begum, S., Khan, R., & Ahmed, M. (2025). The role of artificial intelligence in reducing workplace stress and improving work-life balance among employees. Journal of Management and Technology Studies, 12(2), 45–58. 

2. Atmaja, A., Pratama, R., & Wijaya, S. (2025). Artificial intelligence adoption and its impact on employee work-life balance in modern organizations. International Journal of Business and Management Research, 10(1), 77–89. 

3. Rozman, M., Tominc, P., & Pušnik, M. (2023). Artificial intelligence, employee workload, and organizational performance in a VUCA environment. Sustainability, 15(3), 2154. 

4. Malik, A., Budhwar, P., Patel, C., & Srikanth, N. (2021). May the bots be with you! Delivering HR cost-effectiveness and individualised employee experiences in an AI-enabled workplace. The International Journal of Human Resource Management, 32(3), 1–29. 

5. Davenport, T. H., & Ronanki, R. (2018). Artificial intelligence for the real world. Harvard Business Review, 96(1), 108–116. 

6. Brynjolfsson, E., & McAfee, A. (2017). Machine, Platform, Crowd: Harnessing Our Digital Future. W. W. Norton & Company. 

7. Parker, S. K., & Wall, T. D. (1998). Job and Work Design: Organizing Work to Promote Well-Being and Effectiveness. Sage Publications. 

8. Raghuram, S., Hill, N. S., Gibbs, J. L., & Maruping, L. M. (2019). Virtual work: Bridging research clusters. Academy of Management Annals, 13(1), 308 341. 

9. Tarafdar, M., Cooper, C. L., & Stich, J. F. (2019). The technostress trifecta: Techno eustress, techno distress, and design. Information Systems Journal, 29(1), 6–42. 

10. Jarrahi, M. H. (2018). Artificial intelligence and the future of work: Human-AI collaboration in organizational decision-making. Business Horizons, 61(4), 577–586. 

11. Sharma, A., & Goyal, R. (2020). Artificial intelligence adoption in organizations: Implications for employee performance and work-life balance. International Journal of Advanced Research in Management, 11(3), 45–52. 

12. Solomon, M. R. (2018). Consumer Behavior: Buying, Having, and Being (12th ed.). Pearson Education.

A Study on the Effectiveness of the Employee Onboarding Process
P. Manusri School of Management, Dr.D.Kotteswaran Faculty of School of Management, Department of Management Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Avadi, Tamil Nadu 600062.
Pages: 289-297 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 

The current study is focused on the effectiveness of the employee onboarding process in the context of the staffing and human resource consultancy business domain and the specific organization of Caspian Management Services LLP. The onboarding process is one of the most important aspects that significantly impact the overall employee integration and satisfaction in the organization during the initial stages of employment. The purpose and objectives of the current study are to assess the efficiency of the onboarding process and the overall impact on the employees. A descriptive research design has been adopted for the purpose of the current study. The data was collected from the sample population of 150 employees and newly on boarded employees. The data was collected with the help of structured questionnaires and direct interactions with the employees. The most important aspects of the onboarding process were taken into consideration in the context of the current study. The data was analyzed with the help of percentage analysis and the use of tables and charts to derive the overall inference and conclusions. The overall conclusions drawn in the context of the current study reveal that the onboarding process is in place in the organization. However, the overall impact and improvements in the context of the onboarding process in terms of the overall clarity and efficiency in the context of communication and documentation need to be addressed. The overall conclusions drawn in the context of the current study reveal that the onboarding process plays an important role in the context of improving the overall employee satisfaction. Suggestions were made based on the overall analysis and inferences drawn in the context of the current study. 

Keywords: Employee Onboarding, HR Processes, Employee Satisfaction , Induction and Orientation , Organizational Effectiveness.

References

1. Maslow, A. H. (1943). A Theory of Human Motivation. 

2. Herzberg, F. (1959). The Motivation to Work. Wiley. 

3. McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill. 

4. Psychological Review. Likert, R. (1967). The Human Organization. McGraw-Hill. 

5. Hackman, J. R., & Oldham, G. R. (1976). Motivation through Job Design. Organizational Behavior and Human Performance. 

6. Van Maanen, J., & Schein, E. H. (1979). Toward a Theory of Organizational Socialization. Research in Organizational Behavior. 

7. Feldman, D. C. (1981). The Multiple Socialization of Organization Members. Academy of Management Review. 

8. Schein, E. H. (1985). Organizational Culture and Leadership. Jossey-Bass. 

9. K., & Newstrom, J. W. (1989). Human Behavior at Work. McGraw-Hill. 

10. Wanous, J. P. (1992). Organizational Entry: Recruitment and Selection. Addison-Wesley. 

11. Bauer, T. N., et al. (1998). Organizational Socialization: A Review. Journal of Management 

12. Premack, S. L., & Wanous, J. P. (2000). Realistic Job Previews. Journal of Applied Psychology. 

13. Premack, S. L., & Wanous, J. P. (2000). Realistic Job Previews. Journal of Applied Psychology. 

14. Klein, H. J., & Weaver, N. A. (2000). The Effectiveness of Orientation Programs. Journal of Vocational Behavior. 

15. Robbins, S. P. (2001). Organizational Behavior. Prentice Hall. 

16. Armstrong, M. (2006). A Handbook of Human Resource Management Practice. Kogan Page. 17. Allen, D. G. (2006). Do Organizational Socialization Tactics Influence Newcomer Performance? Journal of Management. 

18. Holton, E. F. (2007). The Role of HRD in Performance Improvement. Human Resource Development Review. 

19. Saks, A. M. (2008). Employee Engagement and Organizational Socialization. Journal of Managerial Psychology. 

20. Chandrasekar, K. (2011). Workplace Environment and Its Impact. International Journal of Enterprise Computing. 

21. Saks, A. M., & Gruman, J. A. (2011). Getting Newcomers Engaged. Human Resource Management Review. 

22. Conway, N., & Briner, R. B. (2012). Understanding Psychological Contracts at Work. Oxford University Press. 

23. Stone, D. L., & Dulebohn, J. H. (2013). Emerging Issues in HR Technology. Human Resource 

24. Cable, D. M., et al. (2013). Socialization Tactics and Employee Adjustment. Administrative Science Quarterly. 

25. Bashir, S., & Jehanzeb, K. (2014). The Impact of Training and Development. European Journal of Training and Development. 

26. Kumar, R., & Pandey, A. (2015). Role of HR Practices in Employee Development. International Journal of HR Studies.

27. Sharma, S., & Stol, K. J. (2019). HR Analytics and Employee Experience. Information Systems Journal. 

28. Ellis, A. M., et al. (2020). Onboarding Effectiveness. Human Resource Management Journal. 

29. Carucci, R. (2021). Reimagining Employee Onboarding. Harvard Business Review. 

30. Dixit, V., & Upadhyay, R. (2022). HR Practices in Staffing Firms. International Journal of Management Studies.

A Study on AI-Based Talent Matching for Enhancing Recruitment Efficiency in HR Consultancy Firm
J. Nivetha Student, II -MBA (Sec-A), Dr. D. Kottteswaran Assistance Professor, Department of Management Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Avadi.
Pages: 298-307 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 

Artificial Intelligence, also known as AI in recruitment is changing how HR consultancy firms find employees incase of finding the right person for a job has been done by looking at resumes and then analysing them which is often tedious and subject to human error. With the introduction of AI recruitment intelligent algorithms and data analysis are used to match candidates with job requirements. This study seeks to explore the role played by AI recruitment systems in enhancing efficiency and client satisfaction for HR consultancy services. In this research, a descriptive and analytical approach is used to analyze the role played by AI recruitment systems. Secondary research is used to retrieve data from journals, HR reports and case studies. The research seeks to analyze the effectiveness of AI recruitment tools for candidate screening and analysis. From the research findings it is evident that AI recruitment systems are effective and help reduce the recruitment process and provide HR consultants with more insight for clients. The study concludes that using AI in HR consultancy services makes recruitment processes more efficient. It also helps build client relationships through quality hires. AI improves the recruitment process. This leads to better client relationships. The incorporation of AI in HR consultancy services improves efficiency. It also positively impacts client relationships through quality recruitment. 

Keywords: Artificial Intelligence, HR Consultancy, Talent Matching Systems, Recruitment Efficiency, Client Satisfaction.

References

1. Davenport, T. H., & Kirby, J. (2016). Only humans need apply: Winners and losers in the age of smart machines. Harper Business 

2. Chamorro-Premuzic, T., Akhtar, R., Winsborough, D., & Sherman, R. (2017). The datafication of talent: How AI is transforming recruitment. Harvard Business Review, 95(2), 62–71 

3. Qin, C., Zhu, H., Xu, T., Zhu, C., Jiang, L., Chen, E., & Xiong, H. (2018). Enhancing person-job fit using neural network approaches. 

4. Ransbotham, S., Gerbert, P., Reeves, M., Kiron, D., & Spira, M. (2018). Artificial intelligence in business gets real. MIT Sloan Management Review. 

5. Eubanks, B. (2019). Artificial intelligence for HR. Kogan Page. 

6. Van Esch, P., & Black, J. S. (2019). AI-enabled digital recruiting and candidate engagement. Business Horizons, 62, 729–739. 

7. Acikgoz, Y., Davison, K. H., Compagnone, M., & Laske, M. (2020). Justice perceptions of artificial intelligence in selection. International Journal of Selection and Assessment, 28(4), 399–416. 

8. Black, J. S., & Van Esch, P. (2020). AI-enabled recruiting: What is it and how should a manager use it? Business Horizons, 63(2), 215–226. 

9. McCarthy, J., et al. (2020). AI-powered chatbots in recruitment. Human Resource Technology Review. 

10. Loureiro, S., Guerreiro, J., &Tussyadiah, I. (2021). Artificial intelligence in business: State of the art and future research agenda. Journal of Business Research, 129, 911–926. 

11. Roth, P., et al. (2021). AI-enabled applicant tracking systems and recruitment efficiency. HR Technology Studies. 

12. Ore, O., & Sposato, M. (2021). Opportunities and risks of artificial intelligence in recruitment and selection. Technology in Society. 

13. Achchab, S., & Temsamani, Y. (2022). Machine learning algorithms in intelligent recruitment systems. Advances in Artificial Intelligence and Robotics.

14. Alam, M. S., Munira, K. S., Rahman, M. S., Uddin, M. A., & Akter, A. (2022). Artificial intelligence for talent acquisition: HR professionals’ perspective. International Journal of Human Capital and Information Technology Professionals. 

15. Bhatt, P. (2022). AI adoption in the hiring process: Extent and criteria. Foresight Journal, 25(1), 144–163. 

16. Phoolka, S. (2022). AI in talent acquisition and recruitment: Opportunities and ethical challenges. International Journal of Research in Human Resource Management, 4(1), 139–143. 

17. Chen, Z. (2023). Collaboration among recruiters and artificial intelligence. Cognition, Technology and Work, 25(1), 135–149. 

18. Benhmama, A., & Bennani, Y. (2024). Factors driving AI adoption in recruitment processes. Accounting Journal, 5(3), 387–406. 

19. Campion, E. D., & Campion, M. A. (2024). Impact of machine learning on personnel selection. Organizational Dynamics, 53(1), 101035. 

20. Parasa, S. K. (2024). Impact of AI in recruitment and talent acquisition. Human Resource and Leadership Journal, 9(3), 78–83. 

21. Ahmed, E. A. (2025). Smart recruitment, hiring and automation: A review. IAR Journal of Business Management, 6(2), 1–10. 

22. Almeida, F., Junça-Silva, A., Lopes, S., & Braz, I. (2025). Understanding recruiters’ acceptance of artificial intelligence. Applied Sciences, 15(2), 746. 

23. Capasso, M., Arora, P., Sharma, D., & Tacconi, C. (2025). Ethical safeguards in algorithmic human resource management. Business and Human Rights Journal. 

24. Clavel, C., d’Armagnac, S., Hebrard, S., Hesters, T., & Potdevin, D. (2025). Humanized AI in hiring: Virtual job interviewer impacts on applicants. International Journal of Human Resource Management, 36(2), 206–234. 

25. Simpson, E., Ermovick, R., & Sloane, M. (2025). Human resource management and AI transparency database. 

26. Venkateshwaran, G. (2025). Artificial intelligence in HR: Transforming recruitment in the IT industry. Journal of Information Systems Engineering and Management. 

27. Abraham, S. (2025). Role of artificial intelligence in recruitment and talent acquisition. Journal of Informatics Education and Research. 

28. Frazzetto, P., Haq, M. U., Fabris, F., & Sperduti, A. (2025). From text to talent: Extracting insights from candidate profiles.

29. Harchandani, C. (2025). Artificial intelligence in talent acquisition: A paradigm shift in HRM practices. Stallion Journal for Multidisciplinary Research Studies, 4(1), 1–6. 

30. Lo, F. P. W., Qiu, J., Wang, Z., Yu, H., Chen, Y., Zhang, G., & Lo, B. (2025). AI hiring with LLMs: Resume screening framework.

Trend Analysis of India’s Logistics Performance Index: A Secondary Data Study
R. Rohith MBA student, Department of Management Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Avadi, Tamilnadu.
Pages: 308-324 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract
World Banks Logistics Performance Index (LPI) is a highly recognized global benchmarking instrument that determines the efficiency of trade logistics and supply chain of a country. As the role of logistics in determining the competitiveness of trade and economic growth cannot be overstated, the research on the Indias LPI performance can be a perfect source of information regarding the efforts of the country that aim at improving its logistics industry.
This paper conducts a trend analysis of the performance of Indias LPI by analyzing secondary data available on World Bank publications on Indias LPI (2007-23). The analysis is based on descriptive and analytical approach to assess the variation in the Indias position and general scores across various years of the survey. The findings of the research show the fluctuating status of India in the global ranking, when it dropped significantly and when it significantly improved following the changes in the policies and the investments the country made in infrastructures. The advance in infrastructure, digitization of customs, and the timeliness of shipments have been the key advancements that have particularly been notable in the past few years.
The results are oriented at the contribution of governmental tools such as National Logistics Policy (2022), PM Gati Shakti National Master Plan, introduction of Goods and Services Tax (GST) and massive infrastructure projects into the context of increasing the efficiency and competitiveness of the logistics industry
Keywords: Logistics Performance Index (LPI), Logistics Efficiency, Supply Chain and GST. 

References

1.World Bank. (2023). Connecting to compete 2023: Trade logistics in the global economy The logistics performance index and its indicators. World Bank.
https://lpi.worldbank.org
2.Arvis, J. F., Ojala, L., Shepherd, B., & Saslavsky, D. (2018). Connecting to compete 2018: Trade logistics in the global economy. World Bank.
https://openknowledge.worldbank.org/handle/10986/29971
3.Jhawar, A., Garg, S. K., & Khera, S. N. (2014). Analysis of the skilled workforce effect on the logistics performance index: Case study from India. Logistics Research, 7(1).
https://link.springer.com/article/10.1007/s12159-014-0117-9 
4.Chakrabartty, S. N., & Sinha, D. (2022). Assessing a country's sector-specific logistics performance: The case of India’s marine-product sector. Journal of Maritime Logistics.
https://journal.umt.edu.my/index.php/jml/article/view/331 
5.Dasgupta, M. K., Mitra, T., & Pattanaik, K. M. (2024). Logistics performance as facilitator to trade performance: An Indian perspective. International Maritime Transport
https://apc.aast.edu/ojs/index.php/MARLOG/article/view/MARLOG.2024.13.1.95
6.World Bank. (2023). Logistics Performance Index (LPI) database.
https://lpi.worldbank.org
7.Arvis, J. F., Mustra, M. A., Panzer, J., Ojala, L., & Naula, T. (2007). Connecting to compete 2007: Trade logistics in the global economy – The logistics performance index and its indicators. World Bank.
https://openknowledge.worldbank.org/handle/10986/1607
8.Asian Development Bank. (2021). Asian economic integration report 2021: Making digital platforms work for Asia and the Pacific.
https://www.adb.org/publications/asian-economic-integration-report-2021
9.Organisation for Economic Co-operation and Development. (2023). Trade facilitation indicators: Monitoring trade and logistics performance.
https://www.oecd.org/trade/facilitation/indicators.htm 

A Study on Visual Analytics for Monitoring Employee OKRs and KPIs metrics with reference to Chimertech Pvt. Ltd
R. Roshan Student, II - MBA, Dr. Geeta Kesavaraj Associate Professor, MBA, Department of Management Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Chennai, India
Pages: 325-334 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract
This study explores at identifying the application of visual analytics in tracking employee performance by the use of Objectives and Key Results (OKRs) and Key Performance Indicators (KPIs) within Chimertech Pvt. Ltd. The proposed research is intended to learn how data visualization tools may be used to facilitate effective monitoring and assessment of employee performance measures in the organization. The study incorporated a descriptive research design. The primary data was gathered using a questionnaire on 30 employees who were employed in various divisions such as Sales, Production, Research and Development, Information Technology and Operations. The collected data were analyzed using statistical methods like the correlation, regression analysis, and one-way ANOVA. The results show that there is a very close association between well outlined performance measures and the productivity of employees. Another point that the study makes is that visual dashboards and transparent performance tracking can assist the managers in keeping track of the progress made in a more efficient way. Moreover, frequent feedbacks, setting of goals, and effective communication lead to better performance of employees, as well as efficiency in the organization. The study highlights the need to align individual performance indicators to organizational goals.
Keywords: OKR, KPI, Employee Performance, Organizational Support, KPI Transparency, Performance Management. 

References

 
 
 

1.Chimertech Pvt. Ltd. (2025). Employee KPI Survey Report, Internal Data Collection.
2.A.P. Moller – Maersk. (2024). Company Profile and Annual Report, Retrieved from https://www.maersk.com
3.Hair J. F., Black W. C., Babin B. J & Anderson R. E. (2019), Multivariate Data Analysis (8th ed.). Pearson Education.
4.Kothari C. R. (2004). Research Methodology: Methods and Techniques (2nd ed), New Age International Publishers.
5.Singh, Y. K., & Nath, R. (2010). Research Methodology, APH Publishing Corporation.
6.Statista (2025), Global KPI and Employee Performance Metrics Overview, Retrieved from https://www.statista.com 

 
A Study on Working Capital with Special Reference to FPL Hyundai
N. Shainsha II MBA Student, Department of Management Studies, Vel Tech Rangarajan Dr. Sangunthala R&D Institute of Science and Technology, Avadi, Chennai, India
Pages: 335-341 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract
Working capital management is an important aspect of financial management that ensures the smooth functioning of daily business operations. It refers to the management of current assets and current liabilities to maintain adequate liquidity and operational efficiency. In the automobile dealership industry, efficient working capital management plays a significant role because companies deal with high inventory levels, credit sales, and continuous cash flow requirements. The present study focuses on analyzing the working capital management of FPL Hyundai. The study aims to evaluate the efficiency of the company in managing its short-term assets and liabilities over a period of five years. The research is based on analytical research design and mainly uses secondary data collected from financial statements and annual reports.
Various financial tools such as ratio analysis, working capital turnover ratio, current ratio, quick ratio, inventory turnover ratio, and receivable turnover ratio are used to evaluate the company’s working capital efficiency. The study also applies comparative balance sheet analysis and trend analysis to understand the changes in working capital components. The findings of the study indicate that the company maintains a reasonable level of working capital, though certain areas such as inventory management and receivable collection require improvement. The study suggests adopting better credit policies, effective inventory control, and improved financial monitoring to enhance working capital efficiency and overall financial stability of the organization.
Keywords: Working Capital, Liquidity, Inventory Management, Ratio Analysis, Automobile Industry, Financial Efficiency. 

References

  1. Chandra, P., & Chakraborty, S. (2016). Financial performance analysis of Indian manufacturing companies.

  2. Jain, A., & Jain, P. (2016). Financial performance and profitability analysis of Indian firms.

  3. Khatik, S., & Pandey, R. (2017). Financial performance analysis of manufacturing companies in India.

  4. Rao, K., & Rao, P. (2018). Financial performance efficiency of public enterprises.

  5. Ghosh, A. (2019). Working capital management and profitability in selected industries.

  6. Venkatachalam, V. (2019). Financial performance analysis of Mahindra and Mahindra Ltd.

  7. Selkari, A. B., & Ghyar, O. (2020). Study on financial performance of Mahindra and Mahindra Ltd.

  8. Bhubaneswar, V. (2021). Financial stability and performance improvement in Indian firms. 

A Study on Evaluating the Impact of AI-Driven Training & Development on Sales Performance
S. Siddiq, Dr. M. Rajapriya Assistant Professor, Department of Management Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Avadi, Chennai-600 062,
Pages: 342-348 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract
This study focuses on evaluating how Artificial Intelligence (AI)–driven training and development programs influence the sales performance of employees at the SVM KIA Car Showroom. In the modern automobile industry, organizations are increasingly using advanced technologies to improve employee skills and overall business performance. AI-based training methods provide employees with better learning opportunities, personalized guidance, and real-time performance feedback, which can help them handle customers more effectively and improve their sales techniques. The main objective of the study is to understand whether AI supported training programs contribute to the improvement of employees’ knowledge, confidence, and productivity in the sales process. Data for the study were collected from the sales staff of the showroom using a structured questionnaire. The collected data were analyzed using statistical tools such as correlation and regression to identify the relationship between AI-based training and employee sales performance. The results of the study indicate that AI-driven training programs positively influence employee performance. Employees who receive technology-supported training tend to adapt quickly to new sales strategies, improve their communication with customers, and achieve better sales outcomes

Keywords: Artificial Intelligence (AI), AI-Driven Training, Employee Development, Automobile Industry, Employee Productivity, Customer Handling Skills, Sales Performance 

References

  1. Arthur, W., Bennett, W., Edens, P. S., & Bell, S. T. (2003). Effectiveness of training in organizations: A meta-analysis of design and evaluation features. Journal of Applied Psychology, 88(2), 234–245.
    https://doi.org/10.1037/0021-9010.88.2.234

  2. Goldstein, I. L., & Ford, J. K. (2018). Training in Organizations: Needs Assessment, Development, and Evaluation (5th ed.). Wadsworth Cengage Learning.
    https://books.google.com/books?id=4QW7swEACAAJ

  3. Johnson, R. (2021). Artificial intelligence in employee learning and performance improvement. International Journal of Human Resource Studies, 11(2), 88–102.
    https://doi.org/10.5296/ijhrs.v11i2.18342

  4. Kumar, S., & Sharma, R. (2020). The role of artificial intelligence in enhancing corporate training and employee engagement. International Journal of Management and Information Technology, 16(1), 45–56. https://doi.org/10.24297/ijmit.v16i1.8595

  5. Rao, P., & Patel, M. (2022). AI adoption in automobile sales and customer management: A strategic approach. Journal of Business and Technology, 14(3), 55-66.
    https://doi.org/10.5430/jbt.v14n3p55

  6. Singh, A., & Mehta, K. (2023). Impact of AI-enabled learning on employee performance: Evidence from the automotive sector. Global Journal of Human Resource Development, 12(4), 102–114.
    https://doi.org/10.1177/gjhrd.2023.124102

  7. Stone, D. L., & Deadrick, D. L. (2015). Challenges and opportunities affecting the future of human resource management. Human Resource Management Review, 25(2), 139–145.
    https://doi.org/10.1016/j.hrmr.2015.01.003 

Artificial Intelligence - Driven Optimization of Employee Onboarding an Empirical Study at Softgel Healthcare Pvt Ltd
Dr. R. Sankar Ganesh Associate Professor in MBA D. Ganesh II Yr MBA Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Chennai.
Pages: 349-372 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract
Onboarding of new employees is the first step towards their success in an organization and encourages them to assimilate into their new job, company culture and organization. The movement towards the use of Artificial Intelligence (AI) to improve onboarding has grown dramatically in the recent past. The purpose of this research paper is to explore how the use of AI can optimize the employee onboarding process at Softgel Healthcare Pvt. Ltd. The study will investigate and demonstrate how the integration of technology (Digital tools, automated systems, and Data-driven insights) can enhance the onboarding experience for new employees and improve the overall efficiency of the organization. The research methodology used to collect data for this study was through the use of employee opinions through structured questionnaires and employee feedback. The data collected was analyzed to ascertain the benefits of AI-enabled systems for functions associated with the onboarding experience, including Document Management, Training Guidance, Communication and Performance Tracking. The outcome of this study indicates that by using AI-driven solutions for employee onboarding functions, organizations can achieve measurable gains in the speed, accuracy and consistency of onboarding activities. Many employees feel that their onboarding experience has been improved by combining the use of AI-related technology with better communication, overall personalized learning assistance and a more fluid transition into the workplace. Additionally, Human Resource departments have experienced increased efficiencies as a result of AI technology and use of more efficient data management and decision-making processes. 

References

  1. Ahmed El Garem, R. (2024). Impact of artificial intelligence on employee onboarding processes. Journal of Contemporary Educational Studies.

  2. Atheer, A., & Alsaif, M. (2023). Artificial intelligence in human resource management: A literature review. ResearchGate Publications.

  3. Jiang, Y. (2025). Leveraging generative AI for human resource management and organizational development. International Journal of Human Resource Management.

  4. Madanchian, M. (2024). From recruitment to retention: AI tools for human resource management. Applied Sciences, 14(24).

  5. Murugesan, U. (2023). A study of artificial intelligence impacts on human resource management. Journal of Business Research.

  6. Naoum, R. F. (2026). Artificial intelligence in human resource management: A systematic literature review. Journal of Organizational Analysis.

  7. Nawaz, N. (2024). Adoption of artificial intelligence in human resource management practices. Journal of Organizational Computing and Electronic Commerce.

  8. Parasa, S. K. (2022). Impact of artificial intelligence on employee onboarding in HR transformation. SSRN Electronic Journal.

  9. Safshekan, M. (2026). Artificial intelligence in human resource management: Applications and challenges. Frontiers in Artificial Intelligence.

  10. Suprayitno, S. (2025). Strategies for implementing artificial intelligence in human resource management. International Journal of Innovation and Social Engineering.

  11. Veshne, N. (2024). Role of artificial intelligence in human resource management practices. ITM Conferences.

  12. Vrontis, D., Christofi, M., Pereira, V., Tarba, S., Makrides, A., & Trichina, E. (2022). Artificial intelligence, robotics and advanced technologies in human resource management: A systematic review. International Journal of Human Resource Management.

  13. Strohmeier, S., & Piazza, F. (2015). Artificial intelligence techniques in human resource management: A conceptual exploration. International Journal of Human Resource Management

  14. Hukkeri, P., & Pol, S. (2025). The impact of artificial intelligence on recruitment efficiency and onboarding effectiveness. Management Studies Journal.

  15. Mer, A. (2023). Artificial intelligence in human resource management: Recent trends and research agenda. Journal of HR Analytics.

  16. Varallyai, L. (2021). Artificial intelligence impact on recruitment processes. Business Informatics Journal.

  17. Safshekan, M., & colleagues. (2024). Artificial intelligence and HRM decision making: Challenges and opportunities. Human Resource Management Review.

  18. Christofi, M., Vrontis, D., Pereira, V., & Tarba, S. (2023). Digital transformation and artificial intelligence in HRM. Technological Forecasting and Social Change.

  19. Pockethrms Research Team. (2024). AI in employee onboarding: Uses and advantages for HR departments. HR Technology Review.

  20. SuperAGI Research Team. (2025). AI in employee onboarding: Trends and future directions for HR teams. HR Innovation Journal.

  21. Genesys HR Insights. (2025). AI’s role in HR for employee recruitment and onboarding. HR Digital Transformation Review.

  22. Empxtrack Research Team. (2024). Artificial intelligence in HR: Transforming modern workplaces. HR Technology Insights.

  23. Madanchian, M., & colleagues. (2024). Artificial intelligence applications in employee lifecycle management. Applied Sciences Journal.

  24. Safshekan, M. (2026). AI-enabled human resource management systems. Frontiers in Artificial Intelligence.

  25. ResearchGate Scholars. (2025). Role of AI in shaping employee engagement and HR practices. ResearchGate Working Papers.

  26. IIP Series Publications. (2024). AI role in employee engagement and HR transformation. IIP Series Academic Publications.

  27. Journal of Management Studies Research. (2024). Transforming HR strategies for the digital workforce. JMSR. 

Human–AI Collaboration in Digital Marketing: Understanding the Effects of Generative AI–Based Decision Making on Consumer Trust and Brand Success
Dr. R. Sankar Ganesh Associate Professor in MBA M. Kesavan II Yr MBA Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Chennai
Pages: 373-391 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract
Digital marketing strategies have been dramatically changed by the emergence of generative artificial intelligence AI as a major player in the industry. The use of generative AI increases efficiency, scalability, and personalization but its expanding role in the decision making process raises serious questions about consumer trust, transparency, ethical issues, and authenticity when marketing decisions are made based on generative AI input. The purpose of this research is to explore how collaborative efforts between humans and generative AIs influence consumer trust and how this affects brands ability to succeed through digital marketing efforts using the generative technology. A descriptive and analytical research approach is employed through both primary and secondary data to explore how consumers perceive AI-driven marketing, how trust is formed in relation to AI-driven marketing, and how AI-driven marketing has impacted brand outcomes. Consumer data gathered about consumers' exposure to AI-driven marketing is analyzed using statistical tools including percentage analysis, correlation analysis, and one-way ANOVA. Results indicate that the use of generative AI significantly improves marketing efficiency and personalization as compared to traditional methods; however, consumer trust and credibility of brands is noticeably higher when the final decisions made by AIs are supported by human intervention. The study concludes that there should be a proper level of balanced cooperation between humans and AIs, as well as a focus on ethical standards regarding AI use and an emphasis on honest and open communication about AI use, in order to promote and maintain trust and achieve long-term brand success through digital marketing strategies that incorporate generative technologies. 

References

  1. Kotler, P. (2021) - In "Marketing 5.0: Technology for Humanity," Kotler outlines the core principles of marketing in today's world, emphasizing the use of technology and its ethical implications.

  2. Davenport, T. H., & Ronanki, R. (2018) - This article provides a detailed analysis of artificial intelligence (AI) and how it can be applied to business practices.

  3. Chaffey, D. (2022) - In "Digital Marketing: Strategy, Implementation and Practice," Chaffey presents a comprehensive guide to digital marketing, from developing strategies to executing campaigns.

  4. Dwivedi, Y. K., et al. (2021) - This paper discusses the impact of artificial intelligence (AI) on marketing through a variety of disciplinary perspectives.

  5. Huang, M. H., & Rust, R.T. (2021) - This article builds upon existing knowledge of AI by outlining a strategic framework for companies to use when employing AI technologies in the marketplace.

  6. Longoni, C., Bonezzi, A., & Morewedge, C. K. (2019) - In their research article, these authors investigate consumer resistance to medical AI.

  7. Kumar, V. Dixit, A., Javalgi, R.G., & Dass, M. (2020) - In their research article, the authors outline a new framework for understanding how firms can transition to using digital marketing as part of their marketing strategy.

  8. Puntoni S., Reczek R.W., Giesler M., & Botti S. (2021) As manufacturers develop AI solutions for use by retail businesses, to what extent will consumers be influenced by these technologies?

  9. Cappella J.N., Kim H.S., & Albarracín D. (2015) - In this study, the authors explore the selection and transmission processes for information in the emerging media environment.

  10. Taddeo M., & Floridi L. (2018) - In their research article, these authors describe how AI can be an asset to society when used ethically.

  11. Floridi L., et al. (2018) In their research article, the authors describe AI4People as a framework for developing ethical AI technologies.

  12. Shankar, V. (2018) - In his article, Shankar discusses the ways in which AI is changing the landscape of retailing. 

A Study on Capital Structure and Its Impact on Shareholder Value with Reference to Toyota Motors
R. Pravin Student, Dr. S. Arul Krishnan Assistant Professor Department of Management studies Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology (Deemed to be University) Chennai, India
Pages: 392-402 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract
This paper discusses the effect of capital structure on shareholder value with reference to Toyota Motors. The capital structure, which is the ratio of debt to equity, is important in the determination of the cost of capital of the firm, the amount of risk, and the financial performance. The study will examine the effect of financing mix of Toyota on profitability, return on equity (ROE), and earnings per share (EPS) which will impact the shareholder wealth creation. The study utilizes ratio analysis with the use of secondary data that is represented by audited financial statements of Toyota during five financial years (20212025) to evaluate the key financial indicators, which are Debt -Equity Ratio, Proprietary Ratio, ROE, EPS, and Net Profit Margin. The results show that Toyota has a stable capital structure, and its weighted capital structure is 0.89- 0.99, which is an average leverage and high solvency. The ROE and high profit margins of the company have been very high, which is an indication that the shareholder funds and operational efficiency are well utilized. Moreover, stable and sustainable shareholder returns have been achieved through the conservative nature of its financing and the use of retained earnings by Toyota. The research concludes that a capital structure that is optimized strategically increases the profitability as well as financial stability, which strengthens shareholders confidence and value creation in the long term. The findings of this analysis can be used by financial managers to keep the balance in terms of leverage and equity hence attaining an optimal balance that facilitates sustainable growth and shareholder wealth maximization. 

Keywords: Capital Structure, shareholder value, Toyota motors, financial performance, debt-equity ratio. 

References

  1. Abor, J. (2005). The effect of capital structure on profitability: An empirical analysis of listed firms in Ghana. The Journal of Risk Finance, 6(5), 438–445.
    https://doi.org/10.1108/15265940510633505

  2. Automotive Industry Study. (2023). Capital structure determinants in the automobile sector. Global Automotive Finance Research Group.

  3. Chen, J. J. (2004). Determinants of capital structure of Chinese-listed companies. Journal of Business Research, 57(12), 1341–1351. https://doi.org/10.1016/S0148-2963(03)00070-5

  4. City University. (2020). Capital structure analysis of Toyota Motors [Master’s thesis, City University]. Institutional Repository.

  5. Eriotis, N. P., Vasiliou, D., & Ventoura- Neokosmidi, Z. (2007). How firm characteristics affect capital structure: An empirical study. Managerial Finance, 33(5), 321–331. 
    https://doi.org/10.1108/03074350710739605

  6. Fama, E. F., & French, K. R. (2002). Testing trade-off and pecking order predictions about dividends and debt. The Review of Financial Studies, 15(1), 1–33. https://doi.org/10.1093/rfs/15.1.1

  7. Frank, M. Z., & Goyal, V. K. (2003). Testing the pecking order theory of capital structure. Journal of  Financial  Economics,  67(2),  217–248.
    https://doi.org/10.1016/S0304-405X(02)00252-0

  8. Jensen, M. C. (1986). Agency costs of free cash flow, corporate finance, and takeovers. American Economic Review, 76(2), 323–329.

  9. Kraus, A., & Litzenberger, R. H. (1973). A state- preference model of optimal financial leverage. The Journal of Finance, 28(4), 911–922. https://doi.org/10.2307/2978343

  10. Modigliani, F., & Miller, M. H. (1958). The cost of capital, corporation finance and the theory of investment. The American Economic Review, 48(3), 261–297.

  11. Myers, S. C. (1984). The capital structure puzzle. The Journal of Finance, 39(3), 574–592. https://doi.org/10.2307/2327916

  12. Myers, S. C., & Majluf, N. S. (1984). Corporate financing and investment decisions when firms have information that investors do not have. Journal of Financial Economics, 13(2), 187–221. https://doi.org/10.1016/0304-405X(84)90023-0

  13. Rajan, R. G., & Zingales, L. (1995). What do we know about capital structure? Some evidence from international data. The Journal of Finance, 50(5),    1421–1460.
    https://doi.org/10.1111/j.1540- 6261.1995.tb05184.x

  14. Roden, D. M., & Lewellen, W. G. (1995). Corporate capital structure decisions: Evidence from leveraged buyouts. Financial Management, 24(2), 76–87. https://doi.org/10.2307/3665536

  15. Toyota Motor Corporation. (2024). Capital efficiency and shareholder value: Corporate governance report. Toyota Investor Relations. 

An Analysis of Internal Digital Communication and Its Influence on Workforce Engagement in the IT Sector
M. Durga Devi Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology Dr.S. Raja Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology
Pages: 403-410 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 
Many industries worldwide have changed the way organizations communicate internally because of improvements in digital technologies. In the IT sector, many employees have become more reliant on electronic office communications, such as emails, instant messaging systems, intranet sites, and electronic collaboration tools. Employees have used these tools to interact with their team members and coordinate their work efforts. This paper is intended to investigate how internal digital communication has impacted workforce engagement in the IT industry. It proposes a conceptual model to illustrate how the use of effective digital internal communication methods contributes to employees' motivation, participation in the workplace, and commitment to their organization. Through literature reviews, this paper will summarize existing research in the areas of internal communication, digital workplace environments, and employee engagement. Based upon the literature reviews conducted in this study, it can be concluded that transparent communication, well-designed and functioning collaborative work tools, effective communications by leaders, and feedback mechanisms all influence workforce engagement with their organization and increase workforce engagement.
By properly utilizing digital communications, organizations will have a better chance of fostering employee participation and collaboration, leading to improved overall business performance. This article identifies what is needed to develop structured internal digital communication strategies and promote workforce engagement and productivity in the IT industry this conceptual framework is intended to be a resource for researchers, managers, and organizations in enhancing the effectiveness of communication and the establishment of employee engagement and productivity in digital workplaces. The way organizations communicate has changed irrevocably with improvements in technology. Previously, communication was primarily through face-to-face contact; however, with rapid changes in technology, the traditional forms of communication have shifted to more modern forms such as electronic mail, instant messaging, online collaborative systems, and intranets 

References

  1. Clampitt, P.G., and Downs, C.W. (1993). Field research on the effect of communication on productivity as perceived by workers. Journal of Business Communication, 30(1), 5-28.

  2. Kahn, W.A. (1990). Psychological states that enable one to be engaged and disengaged with their jobs. Academy of Management Journal, 33 (4), 692-724.

  3. Kalla, H.K. (2005). Interdisciplinary Integrated internal communication. Corporate Communication: An International Journal, 10:4, 302-314.

  4. Karanges, E., Johnston, K., Beatson, A., and Lings, I. (2015). The role of internal communication in engagement: pilot study. Public Relations Review, 41(1), 129-131.

  5. Men, L.R. (2014). Strategic internal communication: communication channel, employee satisfaction, and transformational leadership. Management Communication Quarterly, 28(2) 264-284.

  6. Men, L.R., Stacks, D.W. (2014). The relationship between authentic leadership and employee organization and the impact of the relationship on strategic internal communication. Journal of Public Relations Research, 26(4), 301-324;

  7. Mishra, K., Boynton, A., and Mishra (2014). Engaging the employees: The increased importance of internal communication, International Journal of. Happiness Studies, 3(1), 71-92.

  8. Vercic, A.T. & Vokic, N.P. (2017) Internal communication with the employees. Public Relations Review, 43(5) 885-893.

  9. Welch, M. (2011a). The historical development of employee engagement concept: Implication to communication, corporate communications: An International. 

  10. Journal of public relations Research, volume 26, number 4301-324.

  11. Mishra, K., Boynton, A. Mishra, (2014). Establishing Relationships to promote interaction amongst the workforce: Workplace communication. International Journal of Business Communication, 51(2), 183-202.

  12. Robbins, S. P., Judge, T. A. (2013). Organizational Behavior (15 th edition). Pearson. Saks, A. M. (2006). Preexisting and Aftermath of Employee Engagement. Journal of managerial Psychology, 21(7), 600-619.

  13. Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., and Bakker, A. B. (2002). Engagement and Burnout Measurement A Two-Sample Confirmatory Factor Analytic. Journal of Happiness Studies, 3(1): 71-92. 

Digital Marketing Influence on Customer Perception in Automobile Dealerships: A Conceptual Perspective
Y.A. Keerthi Josh Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology Dr. S. Raja Associate Professor Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology
Pages: 411-419 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract
With a high rate of the evolution of digital technologies, marketing communication has greatly changed in industries. In automobile industry, the digital platform, including social media, online advertisements, brand websites and customer review portal, have been significant sources of information to prospective buyers. Consumers have increasingly been relying on the digital platforms to research on the features of the vehicles and compare them with the alternative brands and their capacity to perform their own credibility research. The proposed conceptual paper will consider the impact of digital marketing activities on customer perception in the case of automobile dealerships. The study is based on the premise of the existing marketing theory and previous scholarly literature that suggests the formation of a conceptual framework explaining the connection between digital communication tools and customer perception. Online information effectiveness, digital platform accessibility, social influence of the use of online communities, and customer comfort to use digital media are determined as some of the key constructs that are important in determining consumer perception. The paper indicates the extent to which these elements define the customer attitude of the automobile brands and credibility of its dealerships. Theoretical and managerial implications of adoption of digital marketing in automobile retail sector are also discussed in the paper. The research framework suggested offers a platform upon which subsequent empirical studies into the effect of digital communication strategies in consumer behaviour in the automobile industry can be conducted. 
Keywords: Customer Perception, Digital Marketing, Automobile Industry, Online Consumer behaviour, Social Media Marketing. 

References

  1. Ahmed, E., & Ward, R. (2016). Analysis of factors influencingacceptance of personal, academic and professional devel-opment e-portfolios. Computers in Human Behavior, 63,152–161.

  2. Ajzen, I. (1991). The theory of planned behavior. Journal ofOrganizational Behavior and Human Decision Processes,50(2), 179–211.

  3. Amin, H. (2008). Factors affecting the intentions of customersin Malaysia to use mobile phone credit cards. Management Research News, 31(7), 493–503.

  4. Anvesh. (2016, June 26). Digital marketing spreading like a virus: Automobile industry affected. Intelliassist. Retrieved 29 June 2016, from http://intelliassist.in/digital-marketing-spreading-like-a-virus-automobile-industry-affected/

  5. Ary, D., Jacobs, L. C., & Razavieh, A. (1996). Introduction toresearch in education. Fort Worth, TX: Harcourt Brace College Publishers.

  6. Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of struc-tural equation models. Journal of the Academy of MarketingScience, 16(1), 74–94.

  7. Hemann, C., & Burbary, K. (2013). Digital marketing analytics:Making sense of consumer data in a digital world. Indianapolis, Indiana, USA: Pearson Education.

  8. Infosys View Point. (2013). Innovation in digital consumerismfor automotive industry. Retrieved 14 
    December2015,fromhttp://www.infosys.com/industries/automotive/white-papers/Documents/digital-consumerism-automotive-industry.pdf

  9. Chaffey, D., & Ellis-Chadwick, F. (2019). Digital marketing: Strategy, implementation and practice (7th ed.). Pearson Education Limited.

  10. Chatterjee, S. (2021). Influence of digital video marketing on consumer purchase behaviour. Journal of Marketing Communications, 27(6), 602–618.

  11. Dahiya, R., & Gayatri. (2017). Investigating Indian car buyers’ decision to use digital marketing communication. International Journal of Business Information Systems, 25(3), 360–378.

  12. Dwivedi, Y. K., Hughes, D. L., Ismagilova, E., Aarts, G., Coombs, C., Crick, T., & Williams, M. D. (2023). Artificial intelligence (AI): Multidisciplinary perspectives on emerging challenges, opportunities, and agenda for research. Journal of Business Research, 154, 113–122.

  13. Gupta, A., & Singh, P. (2017). Impact of social media marketing on consumer purchase behaviour. International Journal of Marketing Studies, 9(5), 86–94.

  14. Gupta, S. (2018). Consumer attitudes towards digital marketing in the automobile sector. Journal of Business and Management Studies, 6(2), 45–53.

  15. Holliman, G., & Rowley, J. (2017). Business-to-business digital content marketing: Marketers’ perceptions of best practice. Journal of Research in Interactive Marketing, 8(4), 269–293.

  16. Joshi, A., & Patel, R. (2022). Role of influencer marketing in shaping consumer trust and purchase intentions. International Journal of Marketing Research, 14(1), 55–68.

  17. Kannan, P. K., & Li, H. (2020). Digital marketing: A framework, review and research agenda. International Journal of Research in Marketing, 37(1), 22–45.

  18. Kapoor, R., & Vij, M. (2018). Impact of digital marketing on automobile industry: A study of consumer awareness. International Journal of Management Studies, 5(3), 12–20.

  19. Kingsnorth, S. (2019). Digital marketing strategy: An integrated approach to online marketing. Kogan Page.

  20. Kumar, V., & Singh, S. (2020). Online reviews and consumer decision making in automobile purchases. Journal of Consumer Behaviour, 19(4), 334–345.

  21. Lemon, K. N., & Verhoeff, P. C. (2023). Understanding customer experience throughout the customer journey. Journal of Marketing, 87(1), 69–96.

  22. Nair, R. (2021). Digital marketing strategies in the automobile sector. International Journal of Business and Emerging Markets, 13(2), 140–152.

  23. Sharma, P. (2020). Influence of social media platforms on youth purchasing behaviour. Journal of Digital Marketing Research, 4(1), 15–25.

  24. Singh, A., & Pandey, M. (2024). Digital marketing strategies in automobile dealerships: Impact on showroom visits and purchase behaviour. International Journal of Automotive Marketing, 8(1), 1–12.

  25. Stephen, A. T. (2016). The role of digital and social media marketing in consumer behaviour. Current Opinion in Psychology, 10, 17–21.

  26. Tiago, M. T. P. M. B., & Veríssimo, J. M. C. (2015). Digital marketing and social media: Why bother? Business Horizons, 57(6), 703–708. 

E- HRM Practices in view of Organizations’ Sustainability and Employees’ Retention
Dr. V. Jeeva Assistant Professor, PG Department of Commerce, Shri Shankarlal Sundarbai Shasun Jain College for Women, Chennai.
Pages: 420-444 | First Published: 05 Apr 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The word; E-HRM refers to internet-supported Human Resource Management. Nowadays the, IT sector employs its workers using the strength of web-based technology; it is relatively new to India. It has significantly altered how conventional HRM tasks are carried out. This study sought to determine the essential E-HRM practices for organizational sustainability and employee retention. A standardized questionnaire and a five-point Likert scale were utilized to collect data from the 314 employee respondents, including all Associates, senior officers, and professionals. The sample respondents were reached using a straightforward random sampling procedure. The collected data has been analyzed through Percentage Analysis, Descriptive Statistics, Regression Analysis, and ANOVA to determine the relationship between E- HRM practices, Organizational Sustainability and Employee Retention.

Keywords – E- HRM Practices, Employee Retention, Organizations’ Sustainability 

References

  1. Aktar, A. (2018). Mediating role of organizational commitment in the relationship. International Journal of Sociology and Social Polic, 606-636.

  2. Chamaru De Alwis. (2010). The impact of e-HRM on the role of human resource managers. Ekonomika Management. Vol. 4, pp-98-106.

  3. Dr. Pallavi Badre, D. D. (2021). HRM Practices and Its Impact on Employee Satisfaction. Turkish Journal of Computer and Mathematics Education, 1403-1414.

  4. Horton, W. K. (2001). Leading e-learning. American Society for Training and Developme

  5. Kettley P. & Reiley, P. (2003), - E-HR: An introduction‖, Institute for Employment Studies, Report 398, Retrieved from http://www.employment-studies.co.uk/pubs/summary.php?id=398 Kavanagh, 

  6. M. & Thite, M. (2008), ―Human resource information systems: Basics, applications, and future directions‖. Sage [33] publications, Thousand Oaks, USA

  7. Manjari Agarwal, Priyanka Goel, R.C Gupta. (2014). E-HRM and recent strategies: New spice for HR practitioners.  Global journal of finance & management. Vol. 6 (6) pp. 557-562

  8. Mehwish Jawad, A. (2019). HR practices are critical in execution of effective training to the. 

    doi:https://doi.org/10.1080/23311975.2019.1608668

  9. Ostroff, C. (2000). Moving HR to a higher level: HR practices and organizational effectiveness. K.J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations, 211-266.

  10. Reddi Swaroop. K (2014). E-HRM and how it will reduce the cost in the organization, Asia pacific journal of marketing and management review, Vol. 1 (4)

  11. Steve Foster. (2009). making senses of e-HRM: technological frames, values creation, & competitive advantage.

  12. Steve Laumer. (2010). Electronic human resource management in an E-business environment. Journal of electronic commerce research, Vol. 11, No. 4.

  13. Swaroop, K. R. (2012). E-HRM and How IT Well Reduce the Cost in Organization. Journal of Marketing & Management Review, 1, 133-139.