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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.

One of the fundamental objectives of adopting digital supply chain (DSC) is to uplift the performance of an organization. Although a wide variety of literature confirms the impact of DSC on performance, it is hard to explore as to which dimensions of the performance is affected by DSC and how much. This chapter undertakes discussion on the impact of DSC on the various organizational performance indicators. The chapter also denotes some major key performance indicators (KPIs) that organization can track to gauge the impact of DSC on performance. A brief discussion on the challenges related to the development, adoption, and continuation of KPIs is also appeared in the later part of the chapter. The chapter concludes by denoting that the utilization of digital technologies (DTs) such as artificial intelligence (AI), the Internet of Things (IoT), and complex analytics in DSC has prospects for enhancing the operational efficiency, transparency, and agility of a supply chain (SC). Organizations that adopt these DTs have experienced better demand forecasting, reduced time order fulfillment time, and higher levels of consumer satisfaction. Nonetheless, the successful use of DSC requires development and implantation of KPIs regularly.

Purpose: The COVID-19 pandemic is the most severe threat we have faced since World War II. So far, there have been about 5 million recorded cases, with over 300,000 fatalities globally. The epidemic is also wreaking havoc on the corporate world. People are losing their jobs and money, and no one knows when normalcy will return. So, addressing the VUCA Leadership Strategies Model is important to get more insight into this topic.

Need for the Study: According to the International Labor Organization, the pandemic might cost 195 million jobs. Even when the immediate impacts wear off, the long-term economic impact will reverberate for years. All four volatile, unpredictable, complex, and ambiguous (VUCA) characteristics apply to the issues we confront due to the coronavirus.

Methodology: Changes caused by COVID-19 occur daily, and are unpredictable, dramatic, and quick. No one can predict precisely when the epidemic will end or when a treatment or immunisation will be available. The pandemic impacts many parts of society, including health care, business, the economy, and social life. There is no ‘best practice’ that enterprises may utilise to tackle the pandemic’s issues. The VUCA leadership strategy models will be discussed and compared in this research study.

Findings: In this moment of transition, leaders must adhere to their fundamental values, core purpose, and ambition for big, hairy, and audacious goals.

Practical Implications: In this chapter, VUCA leadership strategy models will be discussed in detail for pre- and post-pandemic scenarios and their impact on different sectors, which will be very important for researchers in the same field.

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.

Introduction: This study investigates the COVID-19 pandemic’s effects on the sustainability of the supply chain. It investigates how modern supply networks and procedures were equipped for such a catastrophe, and the pandemic’s effects on the environment, highlighting the significance of studying resilience and sustainability concurrently.

Purpose: The study acknowledges the importance of environmental sustainability for businesses and the need to examine trends in organisational, customer, policy, and distribution networks.

Need for the Study: The COVID-19 pandemic has significantly impacted supply chains. This study aims to provide insight into the long-term repercussions of the crisis and the importance of incorporating environmental considerations.

Methodology: The study uses a mixed-methods approach to evaluate the effects of the COVID-19 pandemic on supply networks and environmental sustainability indices. Data from industry reports, governmental publications, polls, and qualitative research techniques have been gathered.

Findings: The results of this study advance our understanding of how to preserve supply chains in the wake of the COVID-19 pandemic. It highlights the need for enhanced resilience and sustainability measures, expose the flaws and weaknesses of contemporary supply networks, and uncover developing patterns and tactics in customer behaviour, policy frameworks, distribution networks, and supply chain management.

Practical Implications: The COVID-19 pandemic has provided businesses, decision makers, and researchers with guidance on handling its potential and challenges – increasing the supply chain’s resistance to future interruptions, incorporating environmentally friendly practises, developing policies to support resilient and sustainable supply chains, adapting to changing consumer tastes, increasing effectiveness, and minimising the environmental impact of distribution networks.

Artificial intelligence and augmented reality are two key tools gaining importance in the digital era due to their wide range of applications in different fields and sectors. Industry 4.0 lays emphasis principally on the technology used to help the business remain competitive and sustainable. Sustainable development goals are another important objective of the UN which has laid responsibility for every business to support addressing the global challenges. Purpose: This chapter essentially aims to present the standpoint of artificial intelligence and augmented reality in meeting the sustainability perspective of organizations. Information about the study is gathered through secondary approaches, critically reviewing published literature, scientific reports, and statistical data accessible through business reports, and corporate websites. Further analyzed to present the perspectives of the authors in the study. Globally artificial intelligence market size is predicted to reach $190 billion by 2025, while the funding for startups doubled during the period 2011–2020 globally. The investment in artificial intelligence is going to reach $500 by 2024 resulting in substantial revenue returns. The augmented reality market size could reach $97 billion by 2028. Artificial intelligence today is increasingly used in many fields and is attracting multiple applications in many sectors such as manufacturing, retail, education, IT, and health care and has also contributed to sustainable development the same time by providing energy conservation options, optimization, and reduction of resources, minimizing wastage, offering timely assistance on maintenance schedules, practices which are enabling organizations to reach closer to sustainability and transformation.