PurposeThis paper aims to examine the relationships between organizational purpose, leadership practices and sustainable outcomes for universities in emerging economies. We propose that a strong sense of purpose is a fundamental and defining feature in the leadership practices of these institutions, which ultimately contributes to their success.Design/methodology/approachThe authors present a research model that defines the relationships between a sense of purpose, leadership practices, student success outcomes, alumni involvement outcomes and societal reputation outcomes. Over 200 higher education administrators in India participated in the study.FindingsThe institutions' sense of purpose directly relates to their leadership engagement practices and their student success outcomes. Student success outcomes are a crucial linkage between leadership engagement practices and alumni involvement outcomes to achieve their societal reputation.Practical implicationsAs competitiveness intensifies, educational institutions under resource constraints must differentiate their organizational practices. This paper demonstrates how their core purpose and leadership actions result in achieving effective outcomes and overall sustainable societal reputation.Originality/valueThere is a significant difference between having an organizational purpose and enacting that purpose through their leadership practices. These results highlight the cascading effect from the institution's fundamental sense of purpose to their leadership practices and the positive outcomes of student success, alumni involvement and societal reputation.

Understanding the current and preferred organizational culture among school teachers in India is a primary requirement, particularly when the National Educational Policy (NEP) is being implemented. Measuring the competing values using the Organizational Culture Assessment Instrument (OCAI) provides information about the dominant characteristics of the organizational culture and the school teachers' preferences. We surveyed school teachers and received 273 responses. Research revealed that clan culture is the overall current and preferred organizational culture type. Many of the results are not a surprise. However, we found that organizational leadership is currently in the hierarchy culture and strategic emphasis is on adhocracy, whereas teachers prefer a clan culture on these dimensions. Teachers expect school leaders to be the ones who facilitate the path to achieve, provide mentoring, and are instrumental in team building. They prefer a culture that provides for the development of human capital, promotes high trust and transparency among teachers, and offers an opportunity to participate in decision-making. This study is unique as it measures schools' organizational culture that has not been done earlier in the Indian context. The results suggest implications on the leadership practices and the strategic emphasis that need to change, in order to facilitate the implementation of the National Education Policy (NEP).

Purpose The tourism sector of the state of Kerala in India is highly vulnerable and has been extensively impacted by the global pandemic disaster. This paper aims to analyze the impact of COVID-19 (Corona virus pandemic) on houseboat operators and homestay managers. Design/methodology/approach This paper indicates a multi-stakeholder assessment method to examine various pandemic disaster facets through a structured discussion with different destination stakeholders. This study examines qualitative data collected through semi-structured interviews from homestay owners, houseboat operators and government designators in Kerala. This study proposes a conceptual community resilience competency framework that could facilitate speedy crisis management responses. In this study, the sample comprises of nine respondents who play a pivotal role in the travel business, comprising the public sector, private sector, NGO's and community leaders. Findings The qualitative findings identify India’s and the state of Kerala's roles in handling crisis management scenarios over internal strategies and strategy formulation. The results indicate that the supplementary industry practitioners explore tactical and strategic management initiatives to sustain their businesses. The dynamics of stakeholder engagement adopted by the state is given prominence. Originality/value This study suggests mechanisms to re-establish the brand image and the possible strategies and suggestions that could help in the survival of the Kerala tourism industry in the post-disaster period. The “new normal” has been substantiated in the study by incorporating strategies and precautionary methods adopted by the homestay and houseboat operators so as to address the guests' safety concerns.

No abstract

No abstract