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This paper aims to develop a scale to measure climate strategy proactivity (CSP) displayed by corporate in developing countries to attain competitive advantage (CA) and sustain it through sources of sustained competitive advantage (SOSCA). It attempts to derive sound operational definitions of CSP, CA and SOSCA through horizontal analysis of previous studies and discussions with experts and practitioners to construct a measurement scale.

Research design includes broad stages, namely, item generation, scale development and assessment of psychometric properties of the scale starting with review of literature and discussions with experts and practitioners, which were followed by a pilot and full study carried out through a cross-sectional, self-administered online survey questionnaire and assessment using suitable tools and techniques.

Findings of the study comprise development of sound operational definitions and construction of a valid and reliable measurement scale of CSP displayed by corporate to attain CA with strong psychometric properties, which is expected to be useful in developing countries not only for researchers and academics but also for the practitioners and organizations.

The information was self-reported by respondents through climate strategy proactivity questionnaire (CSPQ) and consequently can be at risk to have been influenced by bias. Nonetheless, this CSPQ scale devoid of conceptual problems can be used in developing countries in future empirical studies with the caution that its reliability and validity require further tests.

Using the CSPQ scale will help managers in developing countries in enhancing their awareness with the provision of these conceptually clear comprehensive operational definitions of CSP, CA and SOSCA with respect to the conceptual nature and the latent expressions, and draw an extensively enhanced scope of climate-conscious strategy to bring about CA.

With the data collected from a sample representing different stakeholders of Indian companies from across the country, CSPQ scale possesses significant robustness and implicative potential which can contribute to the evolution of the strategic management field by providing a valid and reliable measure of CSP in developing countries applicable under any major theoretical perspective in strategic management serving the needs of not only the empirical research but also of the management practices intended to attain CA.

To examine the organizational attributes that attract final-year management students towards organizations. The paper aims to study the already adopted employer branding strategies and the preferred channel through which organizations should promote employer attractiveness. Based on previous studies and current findings, a conceptual model on employer branding process has been developed and presented.

This article is based on semi-structured interviews, survey results and review of academic employer branding models.

It was found that among the students, most preferred organizational attributes were organizational culture, brand name and compensation. Students rated job portal to be the preferred channel for employer attractiveness. The study showed that there exists a significant and positive correlation between strong brand image and likelihood to apply.

The survey sample was limited to private business schools only.

One of the sources for hiring on which corporate rely heavily is private business schools. This study provides the employers an insight to make their strategies for employer branding more effective. In the process, it benefits the prospective employees as well.

The study provides valuable inputs for formulating effective employer branding strategies. The novelty of the study is the conceptual model on the process of employer branding. One of the highlights of which is preferred communication channel for effectiveness of the strategies.

This study aims to identify the enablers of human resource (HR) digitalization and HR analytics. This paper also aims to build a relationship map using interpretive structural modeling.

A systematic literature review is used to identify the key enablers of HR digitalization and HR analytics. Ten expert opinions have been taken from the key officials of IT firms located in New Delhi North Central Region.

This study is focused on the enablers of HR analytics. It is found that change management (CM) in the organization is the key enabler of implementing HR digitalization and analytics in an organization. However, other elements like learning culture, training and development, E-learning management and HR transformation (HRT) play a vital role in implementing HR analytics. It is also found that implementing artificial intelligence for HR practices is the ultimate goal for every organization.

Management teams in IT firms should focus on the continuous learning process in the organization. The CM should be expedited for digitalization and adoption of HR analytics. Managers must go through the ramification of HRT, which possesses diligence in HR analytics and artificial intelligence.

This study explicitly talks about the enablers of HR digitalization and HR analytics. It also explores the relationship between the enablers. This study also describes the driving and dependence power of all the enablers.