COVID‐19 pandemic unleashed uncertainties around the world. Organizations scrambled to ensure business continuity. COVID‐19 pandemic was unprecedented as disruptions were far beyond business continuity scenarios planning with respect to severities, timelines, and geographies. Initially, business disruptions were assumed to last just for a few days or weeks at a local governing region, county, or state level. However, the pandemic lasted much longer and sustained efforts were needed to stay compliant with ever‐evolving and changing local, state, federal, and international guidelines, rules, and regulations. Prolonged work from home became an unavoidable and only way to ensure business continuity for many service‐oriented organizations. Organizations not only tried to leverage existing knowledge management (KM) practices but also were compelled to critically relook at the efficacy and effectiveness of KM practices. Organizational KM systems and practices (OKMSP) in a typical Indian engineering consulting and design organization were studied. The changes in employee perceptions about OKMSP during the pandemic period were captured and critically analyzed. The study evaluated employee perceptions related to four critical aspects of OKMSP namely, KM processes, usage of KM tools, KM effectiveness, and KM culture. Lack of face‐to‐face meetings during the COVID‐19 period made an important change in the way of working. This paper captures COVID‐19 pandemic‐induced changes and provides pointers to further research opportunities in the field of OKMSP. The study highlights the need for robust knowledge management systems to face pandemic‐induced disruptions.

In information technology (IT) service industry, essential task of a human resource (HR) manager is to form an efficient team involving different job roles from a pool of candidates who can satisfy business requirements. For this purpose, the HR department performs candidate recruitment and selection process. This article attempts to develop a mathematical and reliable approach using the analytic hierarchy process (AHP)-linear programming (LP) for building an efficient software project team by breaking the interview process of candidate selection into two parts. In the first phase, interviewers are responsible only for evaluating candidates based on different parameters. In the second phase, HR manager collates all data from the selection process and then applies proposed mathematical model to make final decision on candidate selection or rejection. The proposed application of AHP into team formation will improve the decision-making process involved in hiring when multiple interviewers assess candidates through interview. Finally, decisions are taken for finalizing team by incorporating all financial and strategic constraints using LP.

Paul Roberts, The Impulse Society: What’s Wrong with Getting What We Want, 2014, London: Bloomsbury Publishing PLC, 320 pp., £12.99 (paperback edition). ISBN 978-1-4088-5160-9

No abstract

Ram Charan, The Attacker’s Advantage: Turning Uncertainty into Breakthrough Opportunities, 2015, New York: PublicAffairs, 240 pp., $24.99 (hardcover). ISBN 978-1-61039-474-1