Social media platforms include social networking sites such as Facebook, Instagram, LinkedIn and Snapchat (Kane, 2017). In addition to offering tremendous opportunities for communication, social media also serves as a channel for social change (Yannopoulou et al., 2019) and product promotion (Sreejesh et al., 2020). Though these online modes of communication have transformed the way individuals interact, yet, they have also raised various concerns (Lim et al., 2012). The extensive usage of different social media platforms to satisfy various social needs in the online environment has exposed users to several issues, such as social media fatigue, sleep problems, compulsive use, online regret and fear of missing out (Dhir et al., 2019). These negative outcomes are collectively referred to as the 'dark side' of social media (Baccarella et al., 2018;

Purpose This paper aims to discuss various determinants of organizational readiness to change for India small and medium enterprises (SMEs) and proposes a framework to strengthen the employees’ readiness to change which is integral to organizational readiness for change (ORC). Design/methodology/approach This paper is based upon the subjective viewpoint of the author. Findings The paper brings forward the opportunities and challenges of Indian SMEs with a suggestive framework on employee readiness for change (ERC). Practical implications The paper will help SMEs consider a framework to assess ERC before implementing a change. Originality/value The exists no framework for Indian SMEs to look-up as a benchmark to assess their ORC and ERC. Hence the paper will contribute to the literature and will be a handy reference for SMEs.

PurposeContinuous learning has been referred to as an integral phenomenon of learning organization. While a range of studies have associated continuous learning with employee performance; understanding of this relationship remains underdeveloped in the context of mergers and acquisitions. The present study investigates the relationship among continuous learning, change-efficacy and contextual performance of employees working with a recently merged bank and further explores the mediating role of employees' change-efficacy in relationship between continuous learning and contextual performance of employees.Design/methodology/approachA research model with underlying hypothesis is proposed by drawing upon the theory of transformative learning, social cognitive theory and theory of change management. Cross-sectional data was collected from bank employees undergoing integration in a post-merger phase.FindingsThe findings of the study suggest that continuous learning influences employees' change-efficacy and change-efficacy significantly mediates the relationship between continuous learning and contextual performance of employees. The empirical association drawn from the variables has been recognized by extant research as a brighter manifestation of learning organizations.Research limitations/implicationsThe research is undertaken in a large Indian bank and the analysis is based on cross-sectional data which may not be generalized across a broader range of sectors and international environment.Practical implicationsThe findings of the study have a potential to help HR practitioners to utilize continuous learning in change management by enhancing contextual performance of employees post-mergers and acquisitions.Originality/valueThe study is one of its kinds in a post-merger setup which captures the outcomes of continuous learning by either confirming or extending the existing theories.

Purpose The article presents and discusses the concept of employee change-efficacy as an outcome of a series of interactions between employees and their respective line managers. Design/methodology/approach The article draws from the extant literature on change-efficacy and builds a procedural framework for achieving change-efficacy based upon the author’s independent viewpoint. Findings Most organizations are struggling with change resistance and they are investing in employee readiness to change without following a practical topology. The article prescribes a sequence of steps and a practical guide which integrates the efforts of line managers with employees to strengthen employees’ change-efficacy. Research implications The article contributes to the scarce literature on change-efficacy and indicates a framework which can be tested empirically by researchers. Originality/value The author introduces change-efficacy as the most important investment for employee readiness for change and suggests how organizations should channelize their change management efforts to successfully implement change.

Purpose The purpose of this paper is to highlight the process and challenges faced by Indian family-owned businesses (FoBs) during succession planning and examine the recent advancements in succession planning of successful Indian FoBs. Design/methodology/approach The authors make use of recent developments in terms of succession planning by FoBs to prepare their impartial comments and summary. Findings It is evident that India has the third highest number of FoBs after China and the USA. The challenges for these organizations during the transition of the ownership to the next generation start from finding a competent family member to manage the conflict between the family and the board. Practical implications The paper provides strategic insight into leading FoBs in India for creating a systematic and robust succession plan in their respective organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information, and presenting it in a condensed and easy-to-digest format.

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Purpose The purpose of this paper is to examine the components of individual creativity which are commonly unrecognized and untapped by managers and organizations. A framework is suggested to leverage these components of creativity for organizational innovation through organizational learning and support. Design/methodology/approach This paper makes use of grounded theory based on three levels of feedback received from employees of six information technology (IT) companies in India. The paper makes use of qualitative responses (and narratives) received from software engineers, their respective project managers, and HR representatives on various components of individual creativity. Deliberation on the role of respective organizations is also included to tap and leverage the unrecognized components of creativity Findings The paper provides a framework for practitioners working in IT industries on how to leverage the untapped individual creativity to achieve greater process innovation. Research limitations/implications This paper is written from the perspective of the Indian IT industry. Practical implications The framework proposed in the study will help organizations to identify and use components to achieve organizational innovation. Originality/value In the context of the Indian IT industry, there has been little effort put into identifying and examining the untapped components of individual creativity to build sustainable innovative organizations. Moreover, the findings of the study will help IT companies to build robust models by using various learning interventions.

PurposeBy integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees. Furthermore, the study examines whether employees would exhibit greater task and contextual performance when organizational learning is blended with a specific coaching behavior of their manager.Design/methodology/approachUsing primary data from 298 software engineers working in select information technology companies across India, the current study attempts to assess moderating effect of managers' coaching behavior in two relationships, including continuous learning and employees' task performance (CL-TP) and continuous learning and employees' contextual performance (CL-CP).FindingsResult of exploratory factor analysis suggests that managers of select organizations exhibit two major types of coaching behavior: inspiration-based coaching behavior and facilitation-based coaching behavior. On the moderating role of coaching behavior, it is documented that facilitation-based coaching behavior significantly positively moderates both stated (CL-TP and CL-CP) relationships, whereas inspiration-based coaching behavior of supervisors has positive significant effect on CL-TP relationship but negatively moderates the CL-CP relationship.Research limitations/implicationsThe extent to which the findings of this study can be generalized is constrained by the limited sample and organizational context.Practical implicationsThe most important managerial implication for all learning organizations is that both kinds of coaching behaviors help improving the task performance of the employees, but managers should prefer facilitation-based coaching style in order to generate higher contextual performance of employees.Originality/valueThis study contributes to practitioners and existing literature by explaining how individual performance of employees is affected by the investment made by organizations in facilitating continuous learning.