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The global economy has already experienced recession in 1975, 1982, 1991, 2007 (the Great Recession or the Global Financial Meltdown), and 2020 (The Pandemic Recession). When hope of recovery has just started to emerge with real gross domestic product (GDP) growth reaching 5.7% in 2021, dark clouds are gathering ominously on the horizon again. In January 2022, the World Bank's forecasts (for global growth) were 4.1% for 2022 and 3.3% for 2023. Not only the indicators like industrial activity are shrinking, consumer and investor confidence is at a low point, workers are losing jobs, profit margins and global trade are showing a downward trend, after a period of post-pandemic expansion. But most worrying is the slowing down of the Big Trio of USA-China-Euro Zone that currently accounts for over 50% of real global GDP in Purchasing Power Parity (PPP) terms and contributed 62% to global growth over 2015–2019. Moreover, energy and food prices are showing rising trend, and Ukraine war is showing no sign of ending in the near future. In this context, the present chapter attempts to analyze whether with prices rising and productive activities (including trade) shrinking (described as “stagflation”), is the world headed for another serious slump, and if that happens, what will be its severity? It also tries to point out some limitations of the policy suggestions of the structural projection models used by the World Bank. It also tries to point out the policy suggestions of the models used by the World Bank.

Introduction: Amidst Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), turbulence is a vital component of an entrepreneurial landscape. VUCA world has set a new dynamic in the business environment and organisation’s settings. In such an environment, it is pertinent for entrepreneurs to exhibit creativity, innovative service behaviour, and performance.

Purpose: The study investigates whether creativity, innovative service behaviour, and performance of entrepreneurs are fostered through employee engagement practices in a highly volatile, uncertain, complex, and ambiguous environment.

Methodology: The methodology involves a systematic review and meta-synthesis. By identifying the major topics, a systematic literature review helped critically analyse and synthesise the literature.

Findings: According to the study, corporate entrepreneurial factors like (management reinforcement, reward/reinforcement, job autonomy/discretion, time attainability, and organisational boundaries) entrepreneurial potential, entrepreneurial orientation, human capital, self-efficacy beliefs lead to employee engagement, which, in turn, fosters creativity, innovative service behaviour, and performance among entrepreneurs in the VUCA world.

Purpose: The COVID-19 pandemic has been a good example of a Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) world. Higher educational institutions (HEIs) have faced a massive hit because the jobs in this industry have become unexpected. Considering the most valuable assets ‘Teachers’ crunched in the VUCA crisis, the study intends to determine if personal harmony (PH) and organisational citizenship behaviour (OCB) would enhance teachers’ job satisfaction (JS).

Design/methodology/approach: Data are collected from the teachers of Indian HEIs and teachers who have experienced the impact of the COVID-19 catastrophe (VUCA). Considering the pandemic restrictions, data have been collected through an online survey (N = 364).

Practical Implications: PH is an individual’s internal quality and attribute that cannot be developed on force or situational need. Even in an uncertain situation, teachers have tried their best to contribute through professional service. Hence, people who possess PH contribute their best even though unsatisfied with their jobs.

Originality/value: This study has focused on finding the relationship between two different variables, PH and OCB (which has not been explored in Asian countries, majorly in India, where it has a vast cultural diversity and structure influencing the educational policies) that hinders the factors influencing JS, where these two variables are highly influenced by hygiene factors such as values, culture, ethical standards, personal belief, leadership styles, and fair treatment showcased by the organisations/institutions.

The 26th United Nations Climate Change Conference of the Parties (COP26) has reinvigorated the policy focus on sustainable transport. Automated and Connected Transport (ACT) has been featured as a promising technology-based option to aid in meeting the Sustainable Development Goals (SDGs). Despite progress in certain areas of sustainability, there are still a lot of SDGs where limited progress has been observed since the 2015 Paris Agreement, particularly regarding the social pillar of sustainability which is reflected from the user perspective. This chapter will set the scene for this edited volume first by contrasting ACT potential with the SDGs and then by highlighting the requirement to focus more on addressing user needs through ACT. Remarkably, scholars have been increasingly sceptical about the transition to fully automated and connected vehicles, thus it is pertinent to highlight relevant opportunities and risks. Chapter recommendations foster the promotion of a Quadruple Helix approach to operationalise the inclusion of social concerns (e.g. gender balance and equity) in Sustainable Urban Mobility Plans (SUMP) across the world.