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This paper aims to examine the factors that lead to the failure of startups in India and proposes a ‘Four Dimensional (4D) Strategic Framework’ to drive success.

This study is exploratory and uses a narrative analysis methodology to analyse the accounts of key startup stakeholders – founders, investors, former employees and consumers; to identify their failure factors. A conveniently selected sample of 165 startups was studied to understand better the reasons for their failure within a thematic framework developed from David Feinleib’s (2012) handbook “Why Startups Fail”.

Results indicate that a dearth of capital or running out of money and inadequate sales and marketing strategy, which leads businesses to fall behind rivals and lose money on each transaction, are the most common factors for startup failure in India.

“Startups” are substantial for emerging economies like India because they fuel technological innovation and economic progress and provide for the modern workforce’s needs and aspirations. However, they seem to be typically unprofitable, with a modest probability of survival. Subsisting studies mainly focus primarily on success factors and very few on why startups fail, with significant disagreement on an appropriate methodology. To the best of the authors’ knowledge, this is the first study that analyses failure factors of Indian startups using narrative analysis of its key stakeholders. It aims to aid the conception of profitable entrepreneurship by reducing the failure frequency in the startup and small business ecology.

The purpose of this paper spans twofold. Firstly, to investigate Human Resource Management practices (HRMP) adopted by organisations during the pandemic. Secondly, to bundle similar HRMP into Human Resource Management (HRM) bundles that provided unhindered organisational support to employees during the crisis.

The authors conducted 39 in-depth interviews across industries using a semi-structured interview schedule. Thereafter, the authors transcribed the interviews verbatim and analysed them thematically using MAXQDA 2021.

The study identifies effective practices during times of uncertainty and how soft HRM practices helped organisations survive during a crisis. When bundled together, these practices enabled organisations to continue operations during the pandemic, keeping their employees engaged and motivated.

Based on the learnings from the COVID-19 pandemic, the study provides a toolkit of HRMP bundles that organisations can adopt for future crisis management, enhancing the organisations’ absorptive capacity.

The study investigates the practices incorporated during COVID-19, leading to the identification of soft HRM bundles. The study adds value to the existing domain of HRM by including a unique set of soft HRMP bundles that have not been discussed in earlier studies and could be of high utility to organisations during the crisis.