PurposeThe extreme measures that have been taken by governments across the globe to minimize the spread of COVID-19 have had significant impacts on almost all the public sectors, especially on the economy and education. This study aims to address the approaches and prospective of online-based training and e-learning for employee learning and development during this COVID-19 crisis.Design/methodology/approachWith an emphasis on the qualitative approach and considering the complex COVID-19 emergency, required data were collected from in-depth interviews to interpret the experiences of the respondents.FindingsThe findings suggested that the digital learning ecosystem offered flexibility of time, place and pace, which provided essential convenience during the COVID-19 crisis. From the human resource (HR) perspective, the e-learning culture has enabled the organizations to quickly adopt the new normal, secure sustainable continuity of organizational development and ensure decent work and growth within and across organizations. The adoption of e-learning and flexible working conditions following the setback has enabled the organizations to quickly cope up with the new normal, causing a significant paradigm shift in the organizational culture and corporate sector of Bangladesh.Research limitations/implicationsThe study will assist the HR of any organization to contemplate e-learning systems as effective alternative training methods. Also, the study will be suggestive to traverse new dimensions and skillsets for the pedagogues.Originality/valueThis study offers new evidential scenarios regarding the emergence of effective e-learning initiatives and online-based learning programs for developing the workforce to be efficient and productive even in distressful and inconvenient COVID-19 situations.

This study aims to offer insightful knowledge on organizational members’ real-life experience of working in a ‘new normal’ environment and explores changes in organizational HR practices and the future of work culture during this pandemic. Applying the qualitative methodology through implementing an in-depth interview technique, this study revealed subjective insights on pandemic impacts within diverse organizations and their coping strategies, that is, remote work practices and technological adaptations. The study found out that HR functionalities powered by different online tools and remote work or flexible roster duties are ensuring employee betterment and organizational productivity at the same time. Pandemic countermeasure oriented or transformed HR practices like online training and e-recruitment are keeping the workforce steady in this distressing time, but the ‘new normal’ lifestyle and evolved work environment, practices are putting much stress on and changing the dimension of work policies like employee well-being, compensation, leave, and so on, through isolation, quarantine and strict health guideline type issues.

This article discusses branding in informal sector. Unlike the informal organisations, informal business set-ups have different strategies for branding. Branding has always been projected with the vastness of any business with certain level of sustainability and growth. Nevertheless, its association with informal sector has not been discovered yet. In this article, the authors have attempted to explore some basic characteristics of informal businesses and informal brands. A qualitative research approach was adopted for this study. This research provides significant insights regarding the elementary thoughts of informal brands; those will help approaching the researchers to develop comprehensive concepts in the field of branding.

This study analyses the transformation of marketing strategies from traditional to 'digital' and finds out the efficacy of 'Facebook' marketing for small or micro-enterprise brands; in the case of the restaurant industry. The study looks for the answers to questions such as How ‘Facebook' has changed the means of marketing in the case of small restaurant brands. Two restaurant brands were considered for the study. A qualitative case approach was adopted for the study. Major findings of the study have revealed that Facebook marketing is the direct, easiest and economical mode of communication with current and potential customers through 'Facebook page', to disseminate information regarding brand and services through 'Facebook posts', 'Comments' and 'chats'; besides, to maintain rapid feedback service to customers' queries. In addition, through 'Facebook' activities i.e., an instance of 'Likes', 'Reviews', 'Check-ins', and' Share' customers, themselves ensue as a source for promoting the brands. Nevertheless, for these small or microbrands' Facebook Marketing' per se, it is an inexpensive technique for effective marketing; additionally, it fosters mutual relationships and increases the level of customer engagement.

This study analyzes the transformation of marketing strategies from traditional to ’digital’ and find s out the efficacy of ’Facebook’ marketing for small or micro-enterprise brands; in the case of the restaurant industry. The study looks for the answers to questions such as How ’Facebook’ has changed the means of marketing in the case of small restaurant brands. Two restaurant brands were considered for the study. A qualitative case approach was adopted for the study. Major findings of the study have revealed that Facebook marketing is the direct, easiest and economical mode of communication with current and potential customers through ’Facebook page’, to disseminate information regarding brand and services through ’Facebook posts’, ’Comments’ and ’Chats’; besides, to maintain rapid feedback service to customers’ queries. In addition, through ’Facebook’ activities i.e., an instance of ’Likes’, ’Reviews’, ’Check-ins’, and ’Share’, customers themselves ensue as a source for promoting the brands. Nevertheless, for these small or microbrands’ Facebook Marketing, per se, it is an inexpensive technique for effective marketing; additionally, it fosters mutual relationships and increases the level of customer engagement.