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Sudden and unannounced policy changes by the government that provide banks with windfall deposits creates a challenge in terms of resource deployment. In the process, there is an impact on their risk and returns. Using data on domestic Indian commercial banks, this study aims to examine the impact of such an announcement – the 2016 demonetisation episode – on bank behaviour.

Using data on domestic Indian commercial banks during 2010–2020, the paper investigates the effect of a sudden and unannounced policy change on their risk and returns. Using the demonetisation undertaken in November 2016 as a natural experiment, the paper applies the difference-in-differences methodology to tease out the causal impact.

The findings reveal a decline in risk and an increase in returns of state-owned banks, consistent with a flight-to-safety. The response differed in terms of market and accounting measures and across state-owned banks with differing levels of capital and asset quality.

Although several aspects of the demonetisation episode have been well analysed, its impact on banks – the main conduits of the exercise – and in particular on their risk and returns, is an unaddressed area of research. Viewed from this standpoint, this is one of the early studies to undertake a comprehensive empirical analysis on this aspect.

The purpose of the present study is to empirically test a model that illustrates how person–job fit (PJF), person–organization fit (POF) and perceived supervisor support (PSS) as individualistic factors affect job satisfaction and employee loyalty in the Indian context.

A survey of the Indian managerial executives was conducted with a structured questionnaire to validate the proposed model. Responses of a sample of 220 have been tested using PLS–SEM modelling approach.

The factors PJF, POF and PSS are inferred to have significant impact on job satisfaction and also improve employee loyalty. In comparison to PJF and PSS, POF has emerged as the most influential determinant of the proposed model.

HR managers can adopt relevant practices and promote organizational policies in order to have loyal employees. This would also help organizations in increasing overall productivity at both individual and organizational levels. Recruiters could be provided with necessary tools and measures to find better and accurate means of mapping POF and PJF.

Establishing PJF, POF fit and PSS as individual-specific constructs, and job satisfaction as a mediator, leading to employee loyalty, is a significant contribution to research. This study finds uniqueness in the Indian context, in which these constructs have mostly been explored in isolation or as dyadic relations. Review of existing studies indicates an overlap of factors that influence both job satisfaction and employee loyalty.

This study aims to identify the antecedents of strategic thinking and its relationship with competitive advantage. Further, this study analyses the mediating effect of strategic thinking between its antecedents and competitive advantage.

A self-reported questionnaire with 51 questions was floated among 220 professionals from various industries in India. The response was analysed using the partial least squares-structural equation modelling methodology using SmartPLS software.

The direct effect of creativity, corporate culture and knowledge management are established with strategic thinking, as well as a competitive advantage. Also, the study finds a significant relationship between strategic thinking and competitive advantage. The study finds no mediation (direct effect) in the case of creativity, corporate culture and knowledge management. Further, no mediation (no relationship) is found in the case of vision.

Business must start adopting strategic thinking practices in their decision-making process to create a competitive advantage. Further, the influence of corporate culture, creativity and knowledge management on strategic thinking highlights their importance.

The study establishes the impact of antecedents of strategic thinking on competitive advantage. The study highlights the importance of other factors along with strategic thinking for achieving competitive advantage.

The current article investigates the impact of generational diversity on knowledge sharing and group performance. It, further, explores the moderating effects of intergenerational climate, boundary-spanning leadership, and respect in facilitating greater knowledge sharing and enhanced group performance.

The authors applied partial least square structural equation modeling to test the model, using a sample of 635 employees working in the banking industry.

Results indicate that generational diversity negatively influences knowledge sharing among employees at work. However, the moderating roles of intergenerational climate and boundary-spanning leadership aid in mitigating this negative affect and facilitate knowledge sharing among employees, thereby, resulting in better group performance.

The study extends extant literature on generational diversity and differences by examining its impact on knowledge sharing and group performance. Further, the study also contributes by highlighting intergenerational climate and boundary-spanning leadership as key facilitators in promoting knowledge sharing among employees. Future research may include other industries/contexts to widen the generalizability of the findings and a longitudinal design to ascertain the causal effects.

This study identifies the need to effectively manage multigenerational workforce to capitalize on the unique benefits of each generation. An intergenerational climate free from ageist attitudes and employing leaders possessing boundary-spanning abilities would help organizations to create an inclusive workplace.

The authors attempt to explore the relationship between generational diversity, knowledge sharing, and group performance through the moderating effects of intergenerational climate and boundary-spanning leadership, which has not been studied in the past.

Women’s economic empowerment (WEE) has emerged as a key component at national and international policy-making agendas. The purpose of this paper is to examine and validate the antecedents of WEE for urban working women.

This study used a descriptive and exploratory research design. A total of 286 responses from women working in the formal sector of Delhi-NCR were collected through self-administered questionnaires on a five-point Likert scale using non-probability quota sampling technique. The sample was controlled for the employment sector, that is, healthcare, education and information technology. Exploratory factor analysis has been performed in the first step to test the data’s dimensionality with the goal of producing a set of items that reflect the meaning of the relative construct. Thereafter, confirmatory factor analysis has been used for data analysis.

Digital banking usage (DBU) has been identified as the most significant contributor to WEE.

Besides digital banking, government support has also emerged as a key indicator of WEE, necessitating a government policy review to improve WEE. Research findings indicate that, if WEE initiatives are to reach their full potential, they must individually address the extracted factors. This study offers a new framework for understanding and enhancing WEE for urban working women in India.

To the best of the authors’ knowledge, this study is the first of its kind to use factor analysis to explore the multi-dimensionality of WEE using the novel dimensions of DBU, women’s agency and government support, in addition to the established variables of financial literacy, social norms and workplace human resource policies.

This paper aims to focus on how home-grown Indian companies explored the potential of Indian middle class and realized an opportunity to seize the market gap not catered by MNCs in India. Across three distinct business contexts, the authors describe the companies’ procedures of developing segment-specific offerings. Doing so, the authors outline novel strategies implemented by these companies to cater to specific needs of the segments.

Seizing Bandura’s (1986) framework that stresses on the role of cognitive, vicarious, self-reflective and self-regulatory processes, the authors develop a four-layered model of the Indian middle class consumers. Building upon this model, they took multiple case (three caselets) approach for illustrating the strategies of home-grown companies. The authors identify their potential to explore the unknown terrains of various market segments and rework with unique local solutions.

The study highlights the power of home-grown companies over MNCs in terms of better market understanding and realistic offerings best suited to their needs. Across the divergent business contexts the companies’ strategies have four features in common: customer targeting and developing; localization of business models, particularly services; relating the products to the Indian society; and ethnocentrism and pride.

This study gives priority to a “thick” description of the proceedings without claiming causality. The authors limit this qualitative investigation to pinpointing congruence and contradictions to previous established results.

A key implication of this paper is the relevance of linking firm’s strategy to social-psychological development of customers in emerging economies component. This study provides critical insights for both managers and policymakers on the economic and social upswing as socially responsible and ethical practices are likely to gain public awareness.

The study’s originality springs from understanding the domestic company’s strategies when facing the pressure of (mainly Western) MNCs entering the emerging economies markets. While the latter takes advantage of economies of scale, country of origin effects and the powerful brands, the home-grown businesses are forced to develop divergent advantages and capabilities. Notably, earlier literature focused on changed demand pattern brought by MNCs in emerging economies and not on later part whereby, home-grown companies carve a space for themselves with specially designed improved products and innovative strategies.