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This study aims to answer two significant questions: What are the relative consumer and firm-level effects of marketing through metaverse compared to conventional marketing endeavours? What are the current trends in utilizing the metaverse as reported in the recent literature?

This study uses a systematic literature review methodology, using a Preferred Reporting Items for Systematic Reviews and Meta-Analyses flowchart to synthesize existing research. A total of 35 articles written in English were selected and analysed from two databases, Web of Science and EBSCO Host.

The findings indicate that consumer-level effects of the metaverse include consumer loyalty and brand attachment. The firm-level benefits are decentralization and cost reductions. The paper proposes a framework indicating variables that could attenuate or enhance the association between immersive components of the metaverse and their resultant effects.

This study contributes to understanding the role of metaverse in marketing practices related to the marketing mix components. The study conceptualizes a novel framework for the metaverse and its resultant effects.

Organizations widely adopt knowledge management (KM) to develop and promote technologies and improve business effectiveness. Analytics can aid in KM, further augmenting company performance and decision-making. There has been significant research in the domain of analytics in KM in the past decade. Therefore, this paper aims to examine the current body of literature on the adoption of analytics in KM by offering prominent themes and laying out a research path for future research endeavors in the field of KM analytics.

A comprehensive analysis was conducted on a collection of 123 articles sourced from the Scopus database. The research has used a Latent Dirichlet Allocation methodology for topic modeling and content analysis to discover prominent themes in the literature.

The KM analytics literature is categorized into three clusters of research – KM analytics for optimizing business processes, KM analytics in the industrial context and KM analytics and social media.

Systematizing the literature on KM and analytics has received very minimal attention. The KM analytics view has been examined using complementary topic modeling techniques, including machine-based algorithms, to enable a more reliable, systematic, thorough and objective mapping of this developing field of research.

This paper introduces “virtual fun at the virtual workplace” and conceptualizes its impact on virtual socialization and the formation of virtual professional ties. The conceptual model also recognizes the moderation of a few variables: “awareness of being observed,” “diversity in the virtual workplace” and “virtual impression management.”

The paper takes a theoretical approach to develop a conceptual framework of virtual fun in the virtual workplace, drawing on social exchange theory (SET) and social network theory (SNT).

The study extends the tenets of the SET and extends the applicability of SNT to a virtual workplace. The study suggests that managers should introduce semi-organized virtual fun during scheduled breaks within work hours to aid in virtual socialization, which further aids in the formation and strengthening of “professional ties” in the virtual workplace.

This study is the first of its kind to conceptualize a model for virtual fun in the virtual workplace.

This paper aims to elucidate and extend the concept of power and fairness in the context of franchisor–franchisee relationship.

On the basis of Dul and Hak’s (2007) recommendations, the conceptual model is developed from closely related domains (e.g. channel relationship) using pertinent theories. On the basis of this comprehensive analysis, new propositions about fairness in a franchisee–franchisor context are drawn. The primary purpose of this research is to conceptually and theoretically further the understanding of antecedents and consequences of fairness in a franchisor–franchisee relationship context by proffering a framework. Finally, this study examines the concept of fairness of its antecedents and moderators that have received scant attention in the context of franchising research.

This study contends that non-coercive power is perceived fairly. Also, coercive power that is legitimate is perceived fairly. However, coercive power that is illegitimate can be detrimental to relationships between franchisee and franchisor. Furthermore, a franchisee who perceives the relationship to be fair is likely to place more trust in relationship, is more satisfied with relationship and is less likely to be opportunistic. Finally, the study contends that these relationship outcomes are dependent on the franchisee’s personality traits.

One major limitation of this study is that the propositions have not been empirically tested. However, this paper cites several business cases that have been used to support the propositions proffered in the study. Our conceptual model supported by previous theoretical findings and industry cases suggests that it is important to focus on social dimensions along with economic costs of a franchisor–franchisee relationship. Future researchers may empirically examine the relationships posited in this study by using the primary industry data.

This paper takes a comprehensive view of various social constructs affecting a franchisor–franchisee relationship. It also highlights the role of individual personality factors in a franchisor–franchisee relationship, extends prior work on relational dimensions from channels to the franchising context and provides managerial conclusions.

The case describes an impasse that arose when two professors from diverse backgrounds were co-teaching a course in IMC-M, a reputed business school. Professor Agrawal, who has been educated in the western context, is more research oriented. Prof Yadav, on the other hand has rich industry experience and is an alumni of IMC-M. The case highlights the coordination issues and conflict that occur when there is a lack of communication between two faculties, who had considerable differences in attitudes, beliefs, and expectations. The case illustrates how a conflict unfolds and that effective management of conflict should begin with the design of task itself. The case emphasizes that the important determinants of conflicts are lack of communication and improper management of expectations of the key stakeholders.

The present research aims to identify critical antecedents of willingness to pay (WTP) for traditional bundles (those comprising only goods or services) in an emerging market context. Further, it differentiates the relative importance of the determinants of customers' WTP according to the bundle type.

Data were collected from Indian customers. The paper uses conjoint analysis with an orthogonal design. The experimental conditions were manipulated using vignettes.

The results indicated that purchase autonomy was considered the most important driver for customer's WTP in the case of traditional bundles. Quality variability, overall bundle quality and complementarity followed autonomy in the order of importance. Moreover, the interaction effects of autonomy and complementarity with bundle type significantly influenced the customer's WTP. Customers had a higher WTP for services bundle in high autonomy and goods bundle in high complementarity situations.

Retailers should allow customers to buy either the entire bundle or its components separately, irrespective of the type of traditional bundle. They should try to make bundles whose perceived quality varies significantly in the target customers. Retailers should try to keep complementary components in the goods-only bundle.

The present study extends the relationship of the WTP with its antecedents to traditional bundles. Earlier studies have only studied these relationships for hybrid (combination of goods and services) bundles. With the current study results, retailers can bundle traditional bundles (goods only and services only).

The increasing globalization of business has led to increasing demand for executives who can function in cultural milieus different from their own. This demand has been exacerbated by the fact that globalization has not led to cultural homogenization and hence, for good or bad, executives are not able to universally apply the home country's conceptualizations of rights, responsibilities and duties and must operate within the constraints of host country's cultural environments. Hence, business scholars and global executives increasingly need to reflect on the conceptualization of rights, responsibilities and duties; understand the historical context which has led to different conceptualizations across geographies and appreciate and harness these differences for improving business effectiveness. This paper helps in this endeavor by explaining the differences and similarities that exists between the Indian and Western cultures regarding the concepts of roles, responsibilities and duties. This exposition will help multinational organizations improve their internal practices and employee training methods.

This study attempts to trace the differences and similarities in the conceptualization of rights, duties and responsibilities between the Western tradition and the Indic tradition by literature review. The Indic tradition refers to the broad cultural paradigm that shapes the thinking of the people of Indian subcontinent. The prominent sources of the Indic tradition include Hinduism and Buddhism. India was a British colony for two hundred years and is home to one of world's largest English-speaking population. There are more Muslims in the Indian subcontinent than in the Middle East (Grim and Karim, 2011). Hence, the Indic tradition has also been substantially influenced by the Western and Islamic traditions.

The paper argues that Westerners and Indians have different conceptualization of rights, duties and responsibilities and their relative importance. Broadly speaking, Indian ethos focuses on context-specific responsibilities while the Western attitude focuses on universal rights. These differing conceptualizations have been shaped by the cultural history of the two regions and are manifested in the decision-making styles, levels of individual autonomy and views on the ethicality of actions. There is a need to train expatriate Western and Indian managers on these issues to enable smooth functioning.

The cross-cultural literature has tended to lump together all non-Western civilizations under the category of East thereby ignoring significant differences between them. The Far-East countries of China, Korea, Taiwan and Japan have been highly influenced by the Confucian ethics. India-specific social systems like the caste system, division of human life span into stages with specific responsibilities, enduring worship of nature and Western influence through colonization have been absent in these countries or much less marked. The paper aims to bring forward the distinguishing features in Indian thought that contributes to its distinctive attitude toward rights, responsibilities and duties; contrast it with the Western views on rights and duties and identify the relevance of the discussion to the business context.

The cross-cultural training needs to emphasize both conflict resolution and behavioral aspects. For example, the conflict resolution process in Western countries can be more algorithmic with conflicts being rationally determined by consistent application as well-defined rules (as nature of duties is more universal in Western tradition). On the other hand, conflict resolution practices in India need to be contextual and may require appeals to higher ideals (as nature of duties is more contextual and idealistic in Eastern tradition).

The differences in attitudes regarding rights, responsibility and duties between the West and India suggest the need for cross-cultural training of managers and contextual conflict resolution techniques. The need is exacerbated by the increase in the number of multinational corporations (MNCs). Earlier, most MNCs were headquartered in the West and hence cross-cultural training was primarily geared to help Western expatriates fit into the host country culture (Nam et al., 2014). The growth of Asian MNCs has increased the need of cross-cultural training for Asian expatriates (Nam et al., 2014).

The training processes can be customized to supplement cultural strengths and promote behaviors that are culturally inhibited. Employees in India can be trained to emphasize the value of assertiveness in communication, the need to articulate one's personal success and appreciate the rigid nature of rules in Western contexts. Similarly, Westerners can be trained to emphasize the importance of context in business interactions, the need to forge personal relations for business success and the importance of paternalistic behavior in securing employees commitment.

An apparel supply chain primarily consists of geographically distant suppliers, manufacturers and retailers. The coordination among the members of the supply chain becomes difficult when we consider the triple bottom line of sustainability in it. Moreover, the complexity increases with the change in dominance power of the respective members. However, the task of managing the channel further becomes complicated after incorporating sustainability and dominance power simultaneously into the supply chain. To fill this gap, this paper focuses on designing of mechanism and demonstration of three-echelon model to coordinate sustainable supply chain.

In this paper, the noncooperative game theoretic method has been applied for the exploration of models. The various structures of the centralized and decentralized supply chain are considered on the basis of a player's dominance power. The model uses simultaneous and sequential move games to analyze optimal profit of supply chain agents, total channel profit, green innovation level and corporate social innovation level.

Analytical results show that simultaneous game performs better than the sequential game. The consumer sensitivity toward green and social innovations increases total channel profit. We also proposed a linear two-part tariff contract model. The proposed model enhances the sustainability level and leads to perfect channel coordination. Using a numerical example, we present the effectiveness of multiple game structures under centralized and decentralized settings. The results reveal that channel efficiency is the highest in the two-part tariff contract followed by a simultaneous move game structure and lower in the cases of sequential move game.

In this research, model setting are deterministic and there is no any information asymmetry. Therefore researchers are encouraged to study multiechelon sustainable supply chain coordination models under stochastic and information asymmetry settings.

The paper includes implications for the development of sustainable supply chain coordination model to tackle the problems of dominance power, sustainability issues and lower channel efficiency of supply chain.

This study proposes game-theory-based three-echelon sustainable supply chain for the channel coordination.

Supply chain network is complicated to manage due to the involvement of a number of agents. Formation of virtual organization using Industry 4.0 (I4.0) is an approach to improve the efficiency and effectiveness and to overcome the complexities of the channel. However, the task of managing the channel further becomes complicated after incorporating sustainability into the supply chain. To fill this gap, this paper focuses on designing of mechanism and demonstration of I4.0-based virtual organization to coordinate sustainable supply chain.

In this paper, we model and compare I4.0-based virtual organization models using four other traditional contracts with centralized supply chain. The non-cooperative game theoretic approach has been used for the analysis of models.

Our game-theoretic analysis shows that investment in I4.0 and sustainable innovation are beneficial for the overall supply chain. Our results show that linear two-part tariff contract and I4.0-based virtual organization model can perfectly coordinated with the supply chain.

This study consider deterministic model settings with full information game. Therefore researchers are encouraged to study I4.0-based coordination models under information asymmetry and uncertain situations.

The paper includes implications for the development of I4.0-based coordination model to tackle the problems of channel coordination.

This study proposes I4.0-based game-theoretic model for the sustainable supply chain coordination.

Tihar Jail (TJ), one of the largest prisons in the world also functions as a reformation and rehabilitation centre. As a part of this effort, it operates a factory and a baking school in its premises. A consultant had been employed by Tihar Jail to find solutions for the stagnation in sales revenue despite marketing quality products and garnering good reviews from customers. This case is suitable for first-year MBA-level course in marketing management as well as for more-focused courses in product marketing strategy, business strategy, consumer behaviour, organizational behaviour, sales and distribution, or public policy.