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The purpose of this paper is to demonstrate the role of livelihood assets, strategies and local social networks in disaster response and recovery in post-disaster setting of 2013 Kedarnath disaster (India).

It identifies post disaster macro-spaces of Mandakini river valley (India) using change detection analysis and secondary data. Within these macro-spaces, the micro spaces of livelihood and social capital were assessed by selecting two villages for case study.

Most important issues faced by communities were loss of lives, livelihoods and access to relief aid. A shift in economic base of families suffering loss of livelihoods was observed as they switched from pilgrimage-based to skill-based opportunities. Geographical location and isolation play a crucial role in recovery trajectory of villages by influencing the social capital.

The paper being case study based deals two of the worst-affected villages; livelihood strategies adopted and social network may be influenced by the “victim” status of villages and may not be generalized for each disaster-affected area.

Bridging and bonding networks were significant in geographically isolated places, while “linkages” were beneficial in bringing new livelihood opportunities. Need to enhance the role of social capital by institutional intervention in form of capacity building was required.

The study suggests focus on human capital-based livelihood diversification programs taking geographical location and disaster context into account.

This study aims to evaluate the financial performance of the textile industry in Haryana located in the northern part of India.

Input-oriented Cooper, Charnes and Rhodes (CCR) and Banker, Charnes and Cooper (BCC) techniques of data envelopment analysis, as well as the return to scale (RTS) technique, were used to conduct the analysis.

The findings show that textile units in Haryana have hugely underperformed financially with a consolidated technical efficiency score of only 0.35. Both private and public limited textile companies with respective scores of 0.46 and 0.24 are technically efficient. Public limited textile companies are more efficient than private limited companies. Private limited textile companies need to increase their input scale because they are operating at an increasing return to scale while public limited textile companies have to lower their input scale because most companies are operating at a decreasing return to scale to enhance their efficiency.

The study can assist in decision-making to all key stakeholders (Shareholders, management, government, tax authorities, debtors and creditors, among others) by identifying efficient and inefficient companies. Appropriate policies can be framed based on that knowledge.