Index

Citation

(2024), "Index", Singh, D., Sood, K., Kautish, S. and Grima, S. (Ed.) VUCA and Other Analytics in Business Resilience, Part B (Emerald Studies in Finance, Insurance, and Risk Management), Emerald Publishing Limited, Leeds, pp. 239-245. https://doi.org/10.1108/978-1-83753-198-120241014

Publisher

:

Emerald Publishing Limited

Copyright © 2024 Deepmala Singh, Kiran Sood, Sandeep Kautish, and Simon Grima

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INDEX

Adaptive leadership

, 227

Advanced driver-assistance systems (ADAS)

, 209

Agency cost theory

, 57

Agile leadership

, 230–231

Ambiguity

, 23

Ambiguity in hospitality sectors

, 190

Arellano–Bond test

, 63

Artificial intelligence (AI)

, 155

in VUCA world

, 167–169

Ashok Leyland

, 205, 212–213

Asian Development Bank (ADB)

, 79

Automated manual transmission (AMT)

, 210

Automobile companies, general scenario for

, 203–204

Automobile industry

, 200

Average variance extracted (AVE)

, 32

Bajaj Auto

, 205, 211–212

Banking

, 58

Bartlett’s test of sphericity

, 29

Baseline model

, 67

Basic themes

, 172

Bharat Interface for Money (BHIM)

, 234

Bibliometric analyses

, 155

procurement of articles for

, 156

Bibliometrics

, 155

Bibliometrix

, 155

Binary logistic regression model, hypothesis testing for

, 67

Bird in hand theory

, 58

Blockchain

, 118

BMW

, 200

Business resilience

ML for management under VUCA post-covid-19 era

, 106–109

VUCA

, 105–106, 109

Businesses

, 104, 114

environment

, 97

risk

, 57

in VUCA world

, 166–167

Candor

, 143

Civil liberties

, 80

Cleveland Clinic

, 140

Co-occurrence analysis

, 166–171

Collaborative leadership

, 229–230

Colombo Stock Exchange (CSE)

, 61

Complexity

, 23

Composite IG index

, 79

Composite reliability (CR)

, 32

Construction

, 96

Consumer durables

, 96

Content analysis

, 155

Contract theory

, 78

Corporate dividend policy

, 56

Corporate tax

, 59

Correlation analysis

, 34

Counterproductive behavior (CPB)

, 11

COVID-19

, 104, 128

disruption

, 46

on hospitality risk and management perceptions

, 190–191

pandemic

, 42, 185, 222

shocks

, 115–116

study

, 114

Creativity

, 23, 96–98

in HR practices

, 24

Crisis leadership in VUCA world

, 169–170

Cross-validation

, 107

Crowdfunding

, 120

Customer

, 96

engagement

, 200

Data preprocessing steps

, 106

Database curation

, 156

Decision making

, 22

in VUCA world

, 167–169

Decision tree

, 108

Decision tree analysis (DTA)

, 108

Deep-level diversity

, 9

Democracy

, 80

Demography analysis

, 28

Design of Experiments (DOE)

, 217

Determinants of dividend policy

, 58–61

Development Commission Micro, small, and medium enterprises (DC-MSME)

, 43

Deviance

, 5

Digital transformation

, 233

Dimension reduction technique

, 29

Discriminant analysis

, 33

Distributive events

, 10

Distributive Justice (DJ)

, 3

Diversity

, 2

Diversity, equity, and inclusion (DEI)

, 24–25

Dividend determinants

, 61

Dividend policy

, 56–57

determinants of

, 58–61

Dividend yield, factors affecting

, 63–65

Domino Democracy Theory

, 79–80

Domino Theory

, 79

Dynamic spatial Durbin model

, 83

Economic freedom

, 80–81

Economic geography

, 77

Economy

, 129

Electric vehicles (EVs)

, 205

Emergency Credit Line Guarantee Scheme

, 42

Emerging or declining themes

, 172

Emotional intelligence

, 7, 13

Employee Assistance Program (EAP)

, 143

Employee silence

, 6

Employees diversity

, 8–9, 10

Entrepreneurship

, 42

Environmental, social, and governance (ESG)

, 129

Equality of options

, 79

Ethical leadership

, 231–232

Ethics and leadership in management research

, 131–132

Factor analysis

, 29–30

Fairness Heuristic Theory

, 10

Fairness in diversity management

, 4

Fast-moving consumer goods (FMCG)

, 96

Finance

, 56

Financial crisis

, 185–186

Financial expenditures

, 81

Financial freedom index

, 80

Financial intermediation

, 75

Financial leverage

, 60

Fitness of model

, 62–63

Flexibility in HR practices

, 25

Ford Motor Company

, 205–207

Fourth-party logistics company (4PL)

, 117

Free cash flow theory

, 57–58

GDP

, 42

General Electric

, 117

Generalized Method of Moments (GMM)

, 56

implications of study

, 68–69

literature review

, 57–61

research methodology

, 61–62

results

, 62–67

Global

, 115

Global innovative operation strategy, successful implementation of

general scenario for automobile companies

, 203–204

Indian companies’ experiences

, 204–205

operational performance objectives

, 202–203

VUCA vs. leadership

, 201–202

Global supply chain

, 184

Globalisation

, 2

Globally minded localist

, 142

Google

, 131

Governments

, 129

Healthcare industry

, 232–233

Heuristic Experiences

, 10, 17

Home-based employment

, 118

Honda Motors

, 215–216

Honest hero

, 141

Hospitality

sector

, 186–187

and travel industry

, 234

HR practices

, 22–23

Humanist techie

, 141

Hybrid work business model

, 24

Hypothesis testing

for binary logistic regression model

, 67

for panel regression model

, 65

Inclusive growth (IG)

, 78–79, 81

Inclusivity

, 79

Indian companies experiences

, 204–205

Individual work behaviour

, 10–11

Inequality

, 74

Innovation

, 96–98, 117

in HR practices

, 24

Innovator

, 141

Institutions

, 75

Insurance

, 58

Integrity-driven politician

, 142

Intellectual structure

, 172–173

Interactional Justice (IJ)

, 3

Interpersonal deviance

, 5

Jaguar Land Rover (JLR)

, 214

Keyword identification

, 156

KMO

, 29

Leadership

, 201–202

candor

, 143

globally minded localist

, 142

honest hero

, 141

humanist techie

, 141

innovator

, 141

integrity-driven politician

, 142

leadership traits

, 142–143

paradoxes for post-pandemic era

, 140

skills required for leading VUCA

, 224–225

strategic implementer

, 141

strategies adopted by industries during COVID-19

, 232–235

styles

, 227–232

traits

, 142–143

Linear regression

, 107

Local governance

, 80

Logistic regression

, 107–108

Machine learning (ML)

, 104, 217

for management under VUCA post-covid-19 era

, 106–109

Mahindra & Mahindra

, 205, 208–209

Market-making

, 147

Markets

, 114

efficiency

, 147

maker

, 147

Maruti Suzuki

, 205, 209–211

Micro, small, and medium enterprises (MSME)

, 42

conceptual framework

, 50–51

findings

, 48

literature review

, 44–46

market size

, 43–44

methods of data collection

, 46–47

objective of study

, 46

in Punjab

, 43, 47–48

Microsoft

, 140

Mixed method approach

, 116

Moderators

, 3

Motor themes

, 171–172

Multicountry publications (MCP)

, 162

Multinational firms

, 133

Multiple regression model

, 107

Naïve Bayes

, 109

National Board of Small, Medium and Medium Enterprises (NBMSME)

, 47

New Balance Shoes (2020)

, 117

Niche themes

, 172

Open Education Supply Chain

, 115

Operation strategy

, 201–205

Organisational agility

, 129

Organisational deviance

, 5

Organisational events

, 10, 16

Organisational justice

, 3

conceptual model

, 8–11

findings

, 16

hypothesis testing

, 11

literature review

, 4–5

moderated regression analysis

, 12–15

objectives

, 6–8

perception of diversified employees and individual work behaviour

, 10–11

practical implications

, 17

research methodology

, 11

theoretical implications

, 16

Organisational Justice Scale

, 11

Organisations

, 96, 129, 131

conceptual framework

, 98–100

creativity and innovation

, 97–98

VUCA world

, 97

Organization for Economic Co-Operation and Development (OECD)

, 79

Pandemics

, 104, 130–131

uncertainty

, 185

and VUCA world

, 170–171

Panel regression model, hypothesis testing for

, 65

Pay dividends, factors affecting propensity to

, 65–67

Pecking order theory

, 57

Peer-to-peer e-commerce systems

, 119

Performance analysis

, 156–157

country publication analysis

, 160–164

leading publications

, 160

publications evolution over time

, 157–159

relevant authors

, 164

relevant sources

, 164–166

Personal protective equipment (PPE)

, 233

Philips

, 140

Policy uncertainty

, 186–187

Political, economic, social, technical, environmental, and legal setting (PESTEL setting)

, 166

Political economy theory

, 78

Political freedoms

, 80

Political rules

, 78

Predatory theory

, 78

Preferences

, 184

Price-to-earnings ratio

, 59

Principal component analysis (PCA)

, 83–84

Principle components

, 83

Pro-poor movement

, 79

Proactive agility

, 131–132

Probit model

with endogenous regressors

, 65–66

with fixed effects

, 65

with random effects

, 65–66

Procedural Justice (PJ)

, 3

PROCESS macro

, 11

Product development

, 200

Production processes

, 200

Productivity

, 201

Provincial institutions

, 90

Public Sector Undertakings

, 10

Python-based realised volatility calculation

, 148

Quality

, 201

Random forest

, 108–109

Real-time predictions

, 109

Regional spatial dependency

, 80

Regression analysis

, 34–36

Reliability of constructs

, 29, 31

Renault Motor

, 216–217

Repercussions

, 115

Resilience

, 104, 116–117, 207

Responsible leadership

, 226

Retail

, 96

and E-commerce industry

, 233–234

Risk in hospitality sectors

, 190

Sampling adequacy test

, 29

Sargan test

, 62–63

Science mapping

, 157, 166

co-occurrence analysis

, 166–171

SCOPUS

, 156

Secretary General

, 43

Sentiment analysis

, 109

Servant leadership

, 228–229

Shelter in place

, 119

Signaling theory

, 58

Simple linear regression method

, 107

Single-country publications (SCP)

, 162

Situational risks

, 192

Small, Medium and Medium Business Development Act (MSMED)

, 47

Small-and medium-sized enterprises (SMEs)

, 159

Social desirability

, 6

Social distancing

, 119

Social media, Mobility, Analytics, and Cloud Computing (SMAC)

, 201

Socioeconomic growth

, 42

Spatial analysis

, 79

Spatial complexity

, 79

Spatial economic model

, 77

data and methodology

, 81–84

empirical results

, 84–89

literature review

, 78–81

Spatial weighted matrix

, 83

Spillover effect

, 89

Sri Lanka

, 56, 74

democratic system

, 75

Stakeholders

, 47, 96

Strategic implementer

, 141

Strategic management in VUCA world

, 170

Strategic sustainability

, 114

Covid-19 shocks

, 115–116

research opportunities

, 120–121

social innovations and impact

, 119–120

supply chain sustainability and resilience

, 116–117

technological advancements and impact

, 117

Strategies models

case study

, 145

consistent and reliable communications

, 143–144

ethics and leadership in management research

, 131–132

factors involved in VUCA

, 128

flow chart

, 130

leadership paradoxes for post-pandemic era

, 140–143

market efficiency and market-making

, 147

model comparison for post-and pre-pandemic workplace

, 137–140

Naive prediction

, 148–150

pandemic

, 130–131

Python-based realised volatility calculation

, 148

volatility prediction

, 146–147

VUCA world

, 136–137

Structural equation modeling (SEM)

, 36

Supply chain sustainability

, 116–117

COVID-19

, 117

Supply chains

, 114

disruptions

, 184

management

, 116, 200

Surface-level diversity

, 9

Sustainability

, 114, 200

Sustainable HR practices

, 22

analysis and interpretation

, 28–38

DEI in HR practices

, 24–25

flexibility in HR practices

, 25

future of HRM through VUCA lens

, 22

research hypothesis

, 25

research methodology

, 25–27

research objectives

, 25

review of literature

, 23–25

System

, 56

System-GMM

, 80

Systematic reviews

, 155

t-test

, 33

Talent management

, 23–24

Task performance behaviour (TP behaviour)

, 4–5

Tata Motors

, 204–205, 213–215

Teamwork

, 225

Technology Center Program Plan (TCSP)

, 43

Technology Centers (TC)

, 43

Technology industry

, 234–235

Telehealth expansion

, 233

Terrorism attacks in hotel industry

, 189

Tesla

, 200

Text classification

, 109

Thematic map

, 171–172

Tourism

consumption preferences

, 187–188

industry

, 185–186

sector

, 185

Tourist destination, uncertainties in

, 188–189

Toyota

, 200

Transformation

, 207

Transformational leadership

, 228

Travellers

, 188

Triple bottom line strategy

, 114

Two-step model

, 63

U.S. Army War College

, 132

Uncertainties

, 23, 184

changing eating habits and lifestyle

, 188

COVID-19 pandemic on hospitality risk and management perceptions

, 190–191

financial crisis and tourism industry

, 185–186

findings

, 191–192

pandemic uncertainty and tourism sector

, 185

policy uncertainty and hospitality sector

, 186–187

practical implications

, 192

risk, uncertainty, and ambiguity in hospitality sectors

, 190

terrorism attacks in hotel industry

, 189

and tourism consumption preferences

, 187–188

in tourist destination

, 188–189

Uncertainty Management Model of Justice

, 10

United Nations Development Program (UNDP)

, 79

Validity of constructs

, 29, 31

Variance inflation factor (VIF)

, 32

Volatility

, 22–23

prediction

, 146–147

Volatility, Uncertainty, Complexity, and Ambiguity (VUCA)

, 22, 105–106, 132–135, 154, 222

element with risks and description

, 134–135

future research agendas

, 173–176

history

, 222–223

leadership

, 201–202, 224

leadership skills required for leading VUCA

, 224–225

leadership strategies adopted by industries during COVID-19

, 232–235

leadership styles

, 227–232

market

, 218

materials and methods

, 155–157

meaning

, 223–224

results

, 157–173

review of literature

, 226–227

statement of problem

, 225–226

world

, 97, 136–137

Volatility index (VIX)

, 137

Weighted average price (WAP)

, 147–148

Withdrawal behaviour

, 4–5

Work deviance behaviour

, 4–5

Workforce diversity

, 8–9

Workplace behaviours

, 4

Workplace diversity

, 2

World Bank (WB)

, 79