Foreword Trends in Business Process Modeling and Digital Marketing Case Studies and Emerging Technologies, 2024
Enemies to frenemies: coopetition between online and offline retailers amidst crises Deepak Halan, Etinder Pal Singh International Journal of Retail and Distribution Management, 2023 PurposeThis study explores coopetition opportunities between e-tailers and brick-and-mortar (BM) retailers and provides a conceptual framework. These opportunities may be triggered by events such as social distancing causing crises (SDCC).Design/methodology/approachA grounded theory based approach was used wherein 119 news articles and 48 academic papers are the main sources of data to analyse the real-world responses. A typical qualitative methodology, including open and axial coding, was used. To further analyse the insights obtained, six in-depth interviews were conducted.FindingsNon-customer-interfacing-based coopetition, such as small BM stores serving as e-marketplace sellers and customer-interfacing-based coopetition, such as large BM stores serving as showrooms, are some potential coopetition opportunities.Research limitations/implicationsThe majority of the available studies dwell more on offline retailers developing online channels. This study investigates the opposite situation and conceptualises a new understanding of how e-tailers and BM retailers can work together more harmoniously. This study can be used as a springboard by academicians for future research on a larger scale. Five research propositions are offered that can guide hypothesis generation. Development of case studies and consulting services for the industry are the other research opportunities.Practical implicationsSocial distancing as a measure may vanish from the world with time; however, social distancing's implications are still pertinent given that new diseases, including new variants of pandemic potential, could continue to emerge. The study puts forward propositions based on theoretical dimensions and second-order themes derived from first-order categories. These propositions are about the drivers of coopetition and the opportunities with both large and small BM stores that e-tailers can leverage during a crisis, given that launching e-tailers' own BM stores demands large investments. This study has social and economic implications too.Originality/valueThis study investigates coopetition, an important trend but lacking adequate research. Whilst only few studies examine coopetition from a crises' perspective, this study investigates develops a new understanding of coopetition opportunities between e-tailers and BM retailers. This study adds to the scarce literature how such opportunities may be triggered by events such as SDCC.
Zerial Education Etinder Pal Singh, Jyoti Doval, Deepak Halan Emerald Emerging Markets Case Studies, 2023 Learning outcomes After reading and analyzing the case study, the students would be able to understand the complexities of leadership and decision-making in a diverse workplace, specifically when promoting differently abled employees; explore the importance of fostering an inclusive environment, addressing biases and developing empathy in the context of leadership and diversity; explore the challenges and considerations involved in managing a team with diverse backgrounds and abilities; and evaluate the potential impact of promoting employees with disabilities on the morale and retention of other team members. Case overview/synopsis This case study is about a hearing-impaired individual, Jessica, who was recently hired by a medium-sized organization, Zerial Education. She was the organization’s first hire with a disability, and some of her colleagues were skeptical about how she would fit in. There was a clear bias against her because of her disability, and she faced many challenges while proving herself and earning the respect of her colleagues. Despite the initial skepticism and bias, she quickly proved herself to be a valuable member of the team. As the appraisal period arrived, Stan Logan, her reporting manager, faced a tough decision. He wanted to be fair and avoid to seem to be biased, yet he was also committed to fostering diversity and inclusion. If he promoted Jessica, it would affirm the company’s commitment to diversity and inclusivity, and it would also validate Jessica’s impressive year of work. However, this might come at the cost of creating tensions among the other top performers who were also deserving of the promotion and potentially complicating client interactions owing to Jessica’s hearing impairment. Logan had to navigate these complexities and make a decision that aligned with both the company’s values and operational needs, while also considering the potential consequences on team morale and client relationships. Complexity academic level The case is suitable for use by students at an MBA level. Human resource management: In this course, students might learn about the legal and ethical issues surrounding disability in the workplace, as well as strategies for recruiting and retaining employees with disabilities. Organizational behavior: In this course, students might learn about the psychological and social factors that influence how individuals with disabilities are perceived and treated in organizations, as well as how to promote diversity and inclusion within a company. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management
PATERNALISTIC LEADERSHIP AND ORGANIZATIONAL COMMITMENT: EVIDENCE FROM THE INFORMATION TECHNOLOGY SECTOR Muhammad Muzammil Ghayas, Malik Muhammad Sheheryar Khan, Etinder Pal Singh, Sami Emadeddin Alajlani, Abdul Ghafar Corporate and Business Strategy Review, 2023 This research aims to test the relationship between dimensions of paternalistic leadership and dimensions of organizational commitment in the information technology (IT) sector of Istanbul. Two separate questionnaires were adapted for measuring dimensions of paternalistic leadership (Erben & Güneşer, 2008) and organizational commitment (Allen & Meyer, 1990). Data were collected at two different points in time from such employees of the IT sector of Istanbul who have been working with the same manager for at least six months. In all, 350 pairs of questionnaires were distributed and only 248 pairs of questionnaires were received. Three separate multiple regression analyses were used as the statistical technique. Results indicated that two of the dimensions of paternalistic leadership, namely benevolent leadership and moral leadership, have a significant relationship with the three dimensions of organizational commitment, namely affective, normative, and continuance commitment. However, authoritarian leadership is found to be negatively associated with affective commitment, whereas, it does not have any significant association with normative and continuance commitment. Therefore, it is concluded that benevolent leadership and moral leadership can be instrumental in enhancing the level of organizational commitment among the employees, whereas, authoritarianism can be counterproductive in nature. Hence, the study provides the framework to the managers in the IT sector of Istanbul for enhancing the organizational commitment among the employees.
Investigating the impact of full-term experiential learning project on management graduates: an emerging economy perspective Etinder Pal Singh, Jyoti Doval, Sanjeev Kumar, Malik Muhammad Sheheryar Khan Review of International Business and Strategy, 2022 Purpose The gaps between what is taught in the classroom and what is required from the management graduates are evident globally. This research suggests that experiential learning has the potential to address this pronounced gap and examines the impact of a long-term experiential learning project in marketing curricula on management graduates in emerging Indian economy. This paper aims to investigate whether experiential learning results in conceptual clarity and application skills, influence positive behavioral change in the students and at the same time make learning an enjoyable and productive experience for management graduates. Design/methodology/approach This paper examines the results of a full-term long experiential learning project designed for the graduate students of the introductory marketing course in the emerging economy of India. The assessment of the experiential learning project was undertaken by using a 14-item survey instrument post activity and analyzed results by using quantitative methods. Findings The results of the study indicate that incorporation of experiential learning project in marketing curricula offers an excellent opportunity for the educators to ensure a high level of engagement, involvement, motivation, interest and satisfaction among Indian students. The project led to more enjoyment and productivity as compared to regular lecture method and assignments. The project provided an opportunity to apply theoretical concepts and theory in a real-life setting. Practical implications This activity is ideal and relevant for marketing educators who are looking for a semester/term long experiential learning activity/group project to be conducted while teaching introduction to marketing course. This activity offers an excellent opportunity for educators to ensure that students are engaged, motivated and are ready to apply the marketing concepts. This activity can be used in both undergraduate- and graduate-level courses. Originality/value “Marketing Challenge,” a long duration (full-term) experiential learning project described in this paper, provides the students an opportunity to experience the new product development process from the product conception, development to selling the developed product. The authors perceive that in the coming future, educators will use experiential learning elements in the classrooms to achieve the learning outcomes of various management courses.
RECENT SCHOLAR PUBLICATIONS
Edgex: Mastering Soft Skills for Ultimate Success J Doval, EP Singh 2026
The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India (May, 10.1057/s41291-023-00230-9, 2023) S Kumar, R Raj, I Saleem, EP Singh, K Goel, R Bhatia ASIAN BUSINESS & MANAGEMENT 23 (2), 211-212 , 2024 2024
Correction: The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India S Kumar, R Raj, I Saleem, EP Singh, K Goel, R Bhatia Asian Business & Management 23 (2), 211-212 , 2024 2024 Citations: 5
The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India S Kumar, R Raj, I Salem, EP Singh, K Goel, R Bhatia Asian Business & Management 23 (2), 180-210 , 2024 2024 Citations: 39
Orchestrating Sustainable Competitive Advantage in Start-Ups Through Artificial Intelligence S Kumar, P Verma, J Chakraborti, H Paul, EP Singh Academy of Management Proceedings 2024 (1), 17414 , 2024 2024
Zerial Education EP Singh, J Doval, D Halan Emerald Emerging Markets Case Studies, 1-13 , 2023 2023 Citations: 8
PATERNALISTIC LEADERSHIP AND ORGANIZATIONAL COMMITMENT: EVIDENCE FROM THE INFORMATION TECHNOLOGY SECTOR AG Muhammad Muzammil Ghayas, Malik Muhammad Sheheryar Khan, Etinder Pal ... Corporate & Business Strategy Review 4 (3), 159-166 , 2023 2023
Enemies to frenemies: coopetition between online and offline retailers amidst crises D Halan, EP Singh International Journal of Retail & Distribution Management 51 (4), 425-443 , 2023 2023 Citations: 11
Paternalistic leadership and organizational commitment: Evidence from the information technology sector MM Ghayas, MMS Khan, EP Singh, SE Alajlani, A Ghafar Corporate and Business Strategy Review 4 (3), 159-166 , 2023 2023 Citations: 6
Investigating the impact of full-term experiential learning project on management graduates: An emerging economy perspective EP Singh, J Doval, S Kumar, MMS Khan Review of International Business and Strategy 32 (4), 677-694 , 2022 2022 Citations: 28
Apeejay Business Review Volume 21 (Number I & II) Jan-Dec 2022 EP Singh School of Management Sciences, Apeejay Stya University , 2022 2022
Social Media Marketing Channels and Communication: COVID-19 Pandemic Perspective. P Chadha, EP Singh, B Yadav, R Srinivasan Acta Universitatis Bohemiae Meridionales 24 (3) , 2021 2021 Citations: 1
What Drives Consumers’ to Pay High Premium Price for Luxury Brand While Rejecting High-Quality Non Luxury Brands EP Singh, J Doval Amity Management Analyst 9, 30-48 , 2019 2019 Citations: 1
Artificial intelligence and HR: Remarkable opportunities, hesitant partners EP Singh, J Doval Proceedings of the 4th National HR Conference on Human Resource Management … , 2019 2019 Citations: 5
Effects of Smart Watches on Health of Users EP Singh, Y Arora Conference proceedings: 9th National Conference on Contemporary Management … , 2018 2018
Impact of Display of Nutritional Information on Food Choices EP Singh, A Kalra, J Doval Conference proceedings: 9th National Conference on Contemporary Management … , 2018 2018
Technology impacting the recruitment landscape: Shifting paradigms EP Singh, J Doval Conference Proceedings: in 3rd Conference on Emerging Trends in HR , 2017 2017 Citations: 2
Customer co-creation: A value creation perspective EP Singh, S Sabharwal Singh, EP, & Sabharwal, S. Customer Co-Creation: A Value Creation … , 2017 2017 Citations: 1
Green Buzz in Luxury Brands J Doval, E Singh, GS Batra Review of Management 5 , 2013 2013 Citations: 17
Globalisation and marketing management RCDGS Batra Deep and Deep Publications , 2006 2006
MOST CITED SCHOLAR PUBLICATIONS
The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India S Kumar, R Raj, I Salem, EP Singh, K Goel, R Bhatia Asian Business & Management 23 (2), 180-210 , 2024 2024 Citations: 39
Investigating the impact of full-term experiential learning project on management graduates: An emerging economy perspective EP Singh, J Doval, S Kumar, MMS Khan Review of International Business and Strategy 32 (4), 677-694 , 2022 2022 Citations: 28
Green Buzz in Luxury Brands J Doval, E Singh, GS Batra Review of Management 5 , 2013 2013 Citations: 17
Enemies to frenemies: coopetition between online and offline retailers amidst crises D Halan, EP Singh International Journal of Retail & Distribution Management 51 (4), 425-443 , 2023 2023 Citations: 11
Zerial Education EP Singh, J Doval, D Halan Emerald Emerging Markets Case Studies, 1-13 , 2023 2023 Citations: 8
Paternalistic leadership and organizational commitment: Evidence from the information technology sector MM Ghayas, MMS Khan, EP Singh, SE Alajlani, A Ghafar Corporate and Business Strategy Review 4 (3), 159-166 , 2023 2023 Citations: 6
Correction: The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India S Kumar, R Raj, I Saleem, EP Singh, K Goel, R Bhatia Asian Business & Management 23 (2), 211-212 , 2024 2024 Citations: 5
Artificial intelligence and HR: Remarkable opportunities, hesitant partners EP Singh, J Doval Proceedings of the 4th National HR Conference on Human Resource Management … , 2019 2019 Citations: 5
Technology impacting the recruitment landscape: Shifting paradigms EP Singh, J Doval Conference Proceedings: in 3rd Conference on Emerging Trends in HR , 2017 2017 Citations: 2
Social Media Marketing Channels and Communication: COVID-19 Pandemic Perspective. P Chadha, EP Singh, B Yadav, R Srinivasan Acta Universitatis Bohemiae Meridionales 24 (3) , 2021 2021 Citations: 1
What Drives Consumers’ to Pay High Premium Price for Luxury Brand While Rejecting High-Quality Non Luxury Brands EP Singh, J Doval Amity Management Analyst 9, 30-48 , 2019 2019 Citations: 1
Customer co-creation: A value creation perspective EP Singh, S Sabharwal Singh, EP, & Sabharwal, S. Customer Co-Creation: A Value Creation … , 2017 2017 Citations: 1
Edgex: Mastering Soft Skills for Ultimate Success J Doval, EP Singh 2026
The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India (May, 10.1057/s41291-023-00230-9, 2023) S Kumar, R Raj, I Saleem, EP Singh, K Goel, R Bhatia ASIAN BUSINESS & MANAGEMENT 23 (2), 211-212 , 2024 2024
Orchestrating Sustainable Competitive Advantage in Start-Ups Through Artificial Intelligence S Kumar, P Verma, J Chakraborti, H Paul, EP Singh Academy of Management Proceedings 2024 (1), 17414 , 2024 2024
PATERNALISTIC LEADERSHIP AND ORGANIZATIONAL COMMITMENT: EVIDENCE FROM THE INFORMATION TECHNOLOGY SECTOR AG Muhammad Muzammil Ghayas, Malik Muhammad Sheheryar Khan, Etinder Pal ... Corporate & Business Strategy Review 4 (3), 159-166 , 2023 2023
Apeejay Business Review Volume 21 (Number I & II) Jan-Dec 2022 EP Singh School of Management Sciences, Apeejay Stya University , 2022 2022
Effects of Smart Watches on Health of Users EP Singh, Y Arora Conference proceedings: 9th National Conference on Contemporary Management … , 2018 2018
Impact of Display of Nutritional Information on Food Choices EP Singh, A Kalra, J Doval Conference proceedings: 9th National Conference on Contemporary Management … , 2018 2018
Globalisation and marketing management RCDGS Batra Deep and Deep Publications , 2006 2006
