Department Of Management Studies (PG)

Research Clusters

Research Group Summary

We foster a dynamic research environment through dedicated Research Clusters that bring together faculty, scholars, and industry experts to collaborate on cutting-edge management challenges. These clusters serve as hubs for interdisciplinary research, knowledge exchange, and innovation, driving impactful contributions to academia and industry.

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Two Research Clusters have also been formulated at university level, namely

  • Research Group- Human Resource Development
  • Research Group- Business Health Sciences

These research groups which are associated with the School of Leadership and Management organizes management development programs as part of the leadership development initiative. They also undertake important research projects and provide consultancy to corporate partners.

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Research Group- Human Resource Development

The Human Resource Development (HRD) Research Group focuses on understanding workplace challenges at both individual and organizational levels to enhance employee productivity, engagement, and effectiveness in achieving strategic business goals. By closely collaborating with employees and stakeholders, the group aims to develop evidence-based solutions that drive organizational excellence and workforce empowerment.

The research group operates across two key thematic areas:

  • Talent Management – Exploring HR functions, work processes, and best practices that optimize talent acquisition, retention, performance management, and leadership development.
  • Skill Development – Identifying skill gaps, enhancing competency frameworks, and aligning workforce capabilities with evolving organizational needs to foster a future-ready workforce.
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Through its research initiatives, the HRD Research Group contributes to shaping progressive HR strategies that drive employee well-being, organizational agility, and sustainable business growth.

The research project undertaken by RG-HRD

Broad Area of Project:

  • Young Women- Career and Family Planning at Crossroads
  • Principal Lead- Dr. Anindita Chatterjee Rao
  • Co-Lead- Dr. Swati Punjani

Summary of the Project: With swift increase in number of millennials in the global workforce, mindset and policies all need updation, modification and fine revisions. Majority of young ambitious women are stuck between the choice of pursuing their career goals with Family Planning taking a back seat which ultimately leads to performance gaps followed by emotional exhaustion. Prenatal and Neonatal concerns have a huge role to play in their journey of planning a baby and joining work after delivery. Physical, Mental and Emotional fallouts among young women somehow pull them and their performance levels down. Study would identify the major barriers for young women to go for family planning and also recommend the enablers that could help them to reach their career goals along with having children and family in terms of policy building and facilitation.

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Deliverables:

  • Joint paper on policy reform
  • Policy recommendation report

Research Group- Business Health Sciences

In an era where businesses are transitioning from a VUCA (Volatile, Uncertain, Complex, Ambiguous) world to a BANI (Brittle, Anxious, Non-linear, Incomprehensible) paradigm, organizations must renovate before they innovate. Sustainable competitive advantage now hinges on re-evaluating internal competencies, optimizing processes, and prioritizing business health and productivity as core drivers of long-term growth. The Centre for Business Health Sciences (CBHS) is dedicated to researching and implementing strategies that enhance organizational resilience, efficiency, and value creation.

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The research project undertaken by RG-BHS

  • Principal Lead- Dr. Gautam Srivastava
  • Co-Leads- Dr Amit Seth,Dr Vinit Sikka, Dr Subodh Saluja
  • Broad Area of the Project: Enhancing Business Health and Customer Value Management

Summary of the Project:

With the external ecosystem having undergone a transition from VUCA to a BANI (Brittle, Anxious, Non-linear & Incomprehensible) world, it becomes imperative for companies to renovate before they can innovate. Companies need to relook at their internal competencies and processes to ensure long-term value creation for sustainable competitive advantage. Hence, business enterprises essentially will need to have a two-pronged objective of delivering superior value to the concerned target segment and get an equitable return on the value delivered by practicing Customer Value Management.

Researchers and scholars in recent times have studied the concept of customer value and its components in depth for enhanced conceptual clarity. It is seen that whenever a client sees value explicitly, they tend to lower their resistance levels and the seller finds it easier to justify the investment with rational justification. Hence, collaboration and co-operation are required at each step between both the stakeholders for value co-creation paradigm. Creating shared value enables customer acquisition & retention, cost savings, differentiation from competitors, enhanced equation with stakeholders, positive reputation, access to funding opportunities, attracting and maintaining a motivated workforce and enhancing influence in the industry.

Deliverables:

  • Management consultancy to potential organizations to enhance operational efficiencies
  • Turnaround strategies
  • Taxation/Financial consulting

Hence, with the above context, focusing on business health and productivity takes centre stage to the long-term growth of the organization. One of the key priority areas of the CBHS shall be to consult the sales teams or the street warriors to craft a superior value proposition which ensures maximum profitability for the organization being represented by the client. The role of the salesperson thus changes from being a mere seller to being a knowledge broker, consultant and a value merchant. Customer value has always been a critical component when dealing with business enterprises.

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