As informal workers struggle to survive the current crisis, there is reason to believe that more strain would also be exerted on the already fragile sector in the post-crisis era. The implications of the COVID-19 outbreak for the informal economy will continue. Faced with a long crisis, the global economy would likely shrink demand for informal goods and services. The primary goal of this paper is to study consumer behavior during the pandemic, investigate government-implemented Standard Operating Procedures (SOPs) for the unorganized retail sector, and determine if consumers prefer to have goods delivered to their homes rather than visit retail stores. This paper collected information from a number of Indian customers who made unorganized retail transactions in New Delhi and NCR Region. The sample was taken from 700 citizens of New Delhi, India. The study found that product variety, digital payment, scheduling, free delivery and lower speed have a significant effect on customer behavior. In addition, SOPs do not influence consumer behavior. The main reasons for choosing a specific channel are simple availability, security, less hassle, and compliance with all laws. The pandemic led to a renewed trust in the local Kirana shop, with new clients visiting metro and non-metro shops locally. The system in Kirana has changed from physical sales to digital aviation because of the pandemic.

ChatGPT, the generative artificial intelligence (AI) tool, can be considered as a major technological revolution. The development of AI is significantly affecting various corporate operations, and ChatGPT's use in an HR context is likely to grow in popularity and significantly impact how HR professionals perform their duties. The main purpose of this paper is to investigate the potential benefits and challenges of utilizing AI chatbots in human resource management. In addition, the study looks at how their use is expected to develop over time and how companies are preparing for this technological transformation. Utilizing a systematic review methodology, the paper reviews 27 papers identified in the Scopus database published in from the year 2016 to 2023 to address the research questions. The findings of the paper show ChatGPT has several benefits for Human Resource function including automating routine HR tasks, providing insights to optimize HR strategies and decision making. At same time organization might face some potential challenges of using Chatbots, such as limited understanding of human nuances and context, lack of emotional intelligence, privacy, and security concerns. The study suggests how organizations need to prepare to confront these challenges, technological shifts, and potential future research areas. Thus, the paper contributes to the literature on the use of AI chatbots in human resource management and serves as a useful resource for organizations seeking to leverage this technology.

Working capital management requires careful attention from corporate managers because it plays an important role in corporate stability. The social belongingness of managers induced them to learn from their society, colleagues, and overall industrial movement. They also learn from their peers that have more strategic efficiency. In line with these arguments, the objective of the current study is to explore the peer influence on corporate working capital management practices. For regression analysis, we utilized ten years of data (2009–2018) of non-financial publicly listed firms at PSX (Pakistan Stock Exchange). We used the cash conversion cycle (CCC) as a proxy variable to measure working capital management (WCM). We employed panel fixed effect and system GMM (generalized method of moments) models to estimate regression between the variables of the study. The empirical findings suggest the significant impact of peer WCM on corporate WCM. They also suggest the significant impact of other variables that determine the WCM. This study recommends social learning policy for corporate managers. They can learn from their peers to manage the working capital. Most previous studies discuss peer influence on investment decisions, corporate cash holding, financing policy, etc., but no study explores such a relationship specifically in the case of Pakistan.

The research elaborates on and empirically verifies an integrative model that describes how the combination of various workplace resources results in the improvement of employee and organizational outcomes. It is based on the Job Demands–Resources model and the Resource-Based View to conceptualize Employee Experience Capital (EEC) as a higher-order construct, consisting of seven interrelation drivers, including digital autonomy, inclusive cognition, sustainability alignment, AI synergy, mindful design, learning agility, and wellness technology. This study examines the effect of these resources in developing two psychological processes, work resonance and employee vitality, which subsequently improves organizational performance. It also examines how the well-being of employees can be a contextual moderator that determines such relationships. The study, based on a cross-sectional design and the diversified sample of the employees who work in various digitally transformed industries, proves that EEC is a great way to improve resonance and vitality, which are mutually complementary mediators between resource bundles and performance outcomes. Employee well-being turns out to be a factor of performance, as opposed to a circumscribed condition. The results put EEC as one of the strategic types of human capital that values digital, sustainable, and wellness-oriented practices to employee well-being and sustainable organizational performance and provides new theoretical contributions and practical guidance to leaders striving to create resource-rich, high-performing workplaces.

This study investigates the impact of Green Human Resource Management (GHRM) practices on employee technostress and examines the moderating role of Emotional Intelligence (EI) within digital leadership in the banking sector. While GHRM initiatives are designed to promote environmental sustainability, they may inadvertently increase employee technostress due to evolving technological demands and process changes. Using a quantitative approach, data were collected from 165 banking employees across hierarchical levels and analyzed through structural equation modeling. The findings reveal a significant positive relationship between GHRM practices and employee technostress, indicating that sustainability-driven HR policies can contribute to workplace stress. Additionally, technostress is found to have a negative effect on employee engagement, emphasizing the unintended consequences of digital transformation in green initiatives. However, the moderating role of EI in mitigating technostress was not statistically significant, suggesting that while EI plays a role in workplace adaptability, it may not be sufficient to counteract stress caused by GHRM practices. These results underscore the need for organizations to implement supportive mechanisms such as leadership interventions and targeted training to balance sustainability goals with employee well-being. Future research should further explore these relationships across diverse industries and cultural contexts to refine HR strategies for digital transformation and green initiatives.