Purpose: The purpose of this paper is to examine how financial literacy and demographic variables (gender, age, income level, education, occupation, marital status and investment experience) related to behavioral biases.Design/methodology/approach: The study uses one-way analysis of variance (ANOVA), factor analysis and multiple regression analysis to examine survey data from more than 500 individual investors in India.Findings: The results reveal the presence of different behavioral biases including overconfidence and self-attribution, the disposition effect, anchoring bias, representativeness, mental accounting, emotional biases and herding among Indian investors. Hence, the findings support the view that individual investors do not always act rationally. The results also show that financial literacy has a negative association with the disposition effect and herding bias, a positive relation with mental accounting bias, but no significant relation with overconfidence and emotional biases. Age, occupation and investment experience are the most important demographic variables that relate to the behavioral biases of individual investors in the sample. Regarding gender, males are more overconfident than are females about their knowledge of the stock market.Research limitations/implications: The study does not test for causality, only association between the variables. Thus, the findings in this study should not be interpreted as suggesting causality. The study may have implications for financial educators in promoting the financial awareness programs for individuals. Financial advisors can potentially become more effective by understanding their clients’ decision-making processes.Originality/value: Despite an extensive literature on behavioral finance, limited academic research attempts to unravel the relation of how financial literacy and demographic variates relate to behavioral biases. This study contributes to this literature by trying to fill this gap.

Change is a noticeable feature of civic, personal, and organizational life. Progress, Goal achievement, and avoidance of contingence were frequently involved in the implementation of planned changes. Workers might completely recognize the motives for the alteration or the ladders needed to implement it through strong and constant communication. Outstanding communication could help decrease confrontation, rally a complex of alteration provision, and deliver evidence essential for individuals to adjust efficiently. Organizational change is essential for corporations to thrive and raise. It permits workers to comprehend and obligate change and effort successfully. The goal of this study is to determine the effect of conflicts and organizational changes on the communication process in the IT sector. Gathered data has been achieved by survey with help of surveys and then the collected data is analyzed using the SPSS software, SEM model and confirmatory factor analysis. The primary data collected are nearly 126 from employees working in various departments in the IT sector. This study analyzes the effects of conflicts and organizational changes on the communication process in the IT sector. The study also recommends that the IT sector improve strategies for tackling the issues faced because of organizational change.

Drawing on theories of emotional contagion, psychological safety, emotional intelligence, and e‑leadership, this study investigates how leaders' expressive behaviours over webcams impact emotional dynamics and team performance in virtual settings. While emotional contagion has been widely studied in co-located teams, its digital transmission via video conferencing remains underexplored, especially in high power-distance, tech-forward cultures like India. This research fills that gap by analyzing how leader expressivity shapes affective climates and output in remote teams. Using a sequential mixed-methods design, the study combined a three-wave survey of 400 professionals across IT, finance, and consulting sectors in India with behavioural observations of 20 virtual meetings. Validated instruments (WLEIS, ECS, Edmondson's scale) were analyzed via CFA, SEM, bootstrapping, moderation analysis, and random forest regression. Findings showed leader expressivity significantly predicted emotional contagion (β = 0.49), which enhanced psychological safety (β = 0.54) and team output (β = 0.61). Emotional intelligence (β = 0.21) and camera-on culture (β = 0.18) moderated these relationships. Observations confirmed that expressive leaders triggered higher engagement and team mood alignment. The study positions webcam expressivity as a measurable, culturally grounded lever for emotional leadership, extending traditional leadership models into digitally mediated workspaces.

Business communication is a crucial method through which organizations coordinate activities, manage human resources, and achieve operational effectiveness. In manufacturing organizations, where work systems are multifaceted and safety sensitive, hierarchical communication plays an important role in ensuring productivity, profitability, and effective conflict management. Hierarchical communication mentions to the structured flow of data across upward, downward, and lateral organizational levels. Despite earlier studies have examined business communication broadly, empirical research focusing specifically on hierarchical communication within manufacturing personnel management remains restricted. This study examines the effectiveness of hierarchical communication and examines the relationship between on employee productivity, organizational profitability, and workplace conflicts resolution in the manufacturing sector. A quantitative research approach was adopted, and primary data were collected from 385 employees using purposive sampling, ensuring that respondents were actively engaged in hierarchical communication processes within manufacturing organizations. Structural Equation Modelling (SEM) was performed using AMOS software to test the proposed hypotheses and validate the conceptual framework. The findings show that effective hierarchical communication significantly enhances employee performance and productivity, which positively influences organizational profitability. The results further expose that miscommunication and cultural differences are significant causes of conflicts within hierarchical communication processes. Conflict management tactics such as mediation and collaboration were establish to effectively reduce these conflicts and improve communication outcomes. The study contributes to theory by extending Organizational Information Theory to the manufacturing context and provides practical insights for managers and HR professionals to strengthen communication systems, reduce workplace conflicts, and improve organizational performance.

Growing environmental deterioration and pressure on natural resources have increased expectations for firms to adopt socially responsible practices. Corporate Social Responsibility (CSR) is increasingly viewed as a strategic approach through which firms align economic objectives with social and environmental accountability. Business success today depends heavily on relationships with stakeholders, including customers, employees, suppliers, communities, and other stakeholders, both internal and external. This study examines the role of CSR in shaping financial development, firm reputation, and managers' perceptions of environmental well-being. Specifically, it investigates (i) the importance of CSR for organizations, (ii) the relationship between CSR and financial development, and (iii) the competitive advantage gained through CSR-driven reputational capital. A quantitative survey was conducted among managers and CEOs across 100 organizations in New Delhi, yielding 218 usable responses. Data were analyzed using regression, correlation, ANOVA, and descriptive statistics in SPSS 23.0. Findings indicate that CSR practices are positively associated with perceived financial performance, market share growth, and brand reputation. Managers also reported that CSR initiatives contribute to better environmental responsibility practices within firms. However, as data are perception-based and multiple respondents may represent the same organization, results should be interpreted with caution. The study contributes empirical evidence from an emerging economy context and highlights CSR as both a financial and reputational asset. Implications and directions for further research are discussed.

Hybrid work has changed the behavioural foundations of organizational change. Employees are no longer continuously embedded in a common physical workplace where informal communication, shared routines, visible leadership and spontaneous peer sensemaking help them interpret new priorities. This study investigates how psychological ownership is associated with resistance to change when work is organized through hybrid arrangements rather than continuous office presence. Drawing on psychological ownership theory, self-determination theory, organizational identification, employee engagement, remote work design and recent digital transformation research, the paper develops an internalization-based model in which leadership communication transparency and perceived autonomy are associated with psychological ownership, and psychological ownership is associated with lower resistance to change. Hybrid work intensity is conceptualized as a boundary condition that strengthens ownership formation because employees who more frequently work remotely rely less on physical embeddedness and more on internal psychological connection. The model is tested using cross-sectional survey data from 412 employees working in hybrid arrangements across the fields of information technology, consulting, energy, manufacturing, financial services and professional services. Data were screened using IBM SPSS Statistics 29, and the measurement and structural models were estimated using covariance-based structural equation modelling in IBM SPSS AMOS 29, with maximum likelihood estimation and 5000 bootstrap resamples for indirect and conditional indirect associations. The findings show that leadership communication transparency and perceived autonomy are positively associated with psychological ownership. Psychological ownership is negatively associated with resistance to change and mediates the associations of communication transparency and autonomy with resistance. Hybrid work intensity strengthens the association of communication transparency and autonomy with psychological ownership and also strengthens the indirect associations with resistance. The study positions psychological ownership as an internal substitute for weakened physical embeddedness in hybrid change contexts. It further clarifies that resistance in hybrid organizations is not only a problem of communication volume, employee engagement or formal identification; it is also a problem of whether or not employees come to experience change as personally meaningful, identity relevant and partly theirs.