Summary Motivation COVID‐19 has disrupted the lives of millions of people worldwide. Migrants in developing economies have been among the most affected. This vulnerable population faces a threat to their livelihood and way of life. Hence, there is an urgent need to understand the impact of pandemic on their lives to be able to tackle subsequent waves of the pandemic or similar exogenous shocks in future. Purpose We delve into the economic and social disruptions caused by the COVID‐19 pandemic on employment, sources of income, and lives of different categories of migrant labourers in the Indian state of Kerala. Methods and approach Using the livelihood portfolio theory, we dissect this impact in relation to a wide range of issues. This was corroborated by the in‐depth semi‐structured interviews with three categories of respondents. The interview data was analysed by using the directed qualitative content analysis method. We created themes from the data and juxtaposed them with the livelihood portfolio theory in addressing the research objectives. Findings Results highlight the impact on livelihood, lifestyles, migration prospects and gender aspects. First, the households dependent on international migrants were more severely affected than those with family members who were internal migrants. Second, a considerable lifestyle change (more reliance on a plant‐based diet) and borrowing patterns (more reliance on informal money lending) was reported. Third, opinions on future migration prospects were pessimistic, and a trend in favour of reverse migration was noted. We also captured the resilience measures for each of the themes. Policy implications We find that blanket responses to mitigate migrants' hardships could be counterproductive. Policy‐makers ought to implement tailor‐made policies keeping in mind the migrants’ classification and socio‐economic demographics. Further, we recommend specific measures to address challenges that women face, to ease their workload and mitigate the loss of income. Specific measures aimed at initiating attitudinal change such as creating mental health awareness, curbing misinformation and providing counselling services could also add immense value in tackling the pandemic.

Purpose The purpose of this paper is to explore the impact of decision model innovation (DMI), set on the decision-making support for the customers, on customer satisfaction and the firm’s competitive productivity (FCP). Design/methodology/approach This study operationalizes the concept of DMI by developing a decision support journey (DSJ) model for the airport industry, using the case of Zurich Airport and its ecosystem. This paper then explores how this DSJ impacts the FCP of Zurich Airport. Findings This study finds that applying DMI shows potential to improve talent management, resource management and corporate culture, leading to a higher FCP. By centralizing the decision-making process of its customer and decision support, executives gain essential insights into the actual needs of their customers. This enables firms to adapt their products and services to the actual needs of the customer, which leads to higher performance. Research limitations/implications This study explores the complementarity between DMI and FCP, exploring how operationalizing the concept through DSJ impacts FCP elements, including talent management, resource management and overall corporate culture. This extends extant work on improving non-aeronautical revenues in dynamic environments within airport ecosystems as a converging industry setting. Practical implications Existing airport digital applications providing minimal support should be expanded to provide an interaction and exchange platform for airport ecosystem players and customers. This paper finds that the firm adopting DMI in the airport/airline industry can set up a win-win situation to achieve competitive productivity by providing decision-making support and valuable insights to its customers. Originality/value This study is among the first to apply DMI toward improving FCP in the airport industry. It treats airports as an ecosystem of converging industries that can benefit by incorporating customer-focused digitally-enabled solutions to improve decision-making and customer satisfaction.

We study the social impact of the COVID-19 pandemic and the coping strategies adopted by left-behind households comprising both internal and international migrants in Kerala, India. Using semi-structured telephone interviews with 52 households, we analyze the coping strategies these households have adopted to combat the effects of COVID-19 pandemic. The results suggest that the social vulnerability of migrant households could explain the differential impact of the pandemic on the remittance flows, consumption, food security, and livelihood of households.

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Subject area The subject areas are family-owned business, entrepreneurship and strategic management. Study level/applicability The target audiences for the case study are BBA and MBA students and management trainees who are interested in learning about family-owned business and the problems faced by them when generations change. This case can be used to teach concepts in family-owned business and strategic management courses in the context of emerging markets. The case also introduces the problems faced by a traditionally operating organization which has to change to survive in the market. The case can be used to teach senior management teams participating in executive education programs on how problems arise in family-owned business. To successfully work with this case study, students need to have the basic theoretical understanding of family-owned business. Case overview Sree Subramania Ayurvedic Nursing home (SSANH), one of the most reputed Ayurvedic treatment centers in Kozhikode, Kerala in India, was converted into its present form in 1974 from Thekkayil Vaidyasala by Thekkayil Rajaratnam Vydiar. The latest addition to this family run nursing home is Dr Sananad Ratnam, who in continuity of his family tradition studied Ayurveda. Dr Sanand wanted to rethink the positioning of the 400-year-old family business system with an objective to increase the number of people served by SSANH. He is armed with ambitious plans to expand SSANH and increase the volume of patients served. Dr Sanand’s father, the second partner of SSANH, was not quite supportive of this idea. His father felt that the increase in scale without compromise in quality was impossible in Ayurveda. Dr Sanand felt handicapped with problems such as lack of marketing strategies, lack of standard managerial procedures, lack of innovation in processes and, more importantly, conflicting ideologies between father and son in the family-owned business. To address these problems, Dr Sanand has recently hired the services of a consulting firm. This case highlights how SSANH, in spite of being in an advantageous position, is unable to exploit its full potential. Further explaining the different ways in which different generations perceive business, this case invites the attention to the dilemma: Should the business proceed with its expansion plan? If it decides to expand, how it should convince the previous generation of the family that the expansion plan accommodates their concerns. Expected learning outcomes After completion of this case, students would be able to: gain a perspective on the problems faced by a family-owned business which has successfully survived for decades; understand how a family-owned business functions differently from other business models; evaluate different ways in which the organization can look to solve the dilemma by considering the different stakeholders in question; and apply the result of the literature on family-owned businesses to understand the dynamics of business of this specific setting, i.e. one that has a rich heritage, is in an emerging economy and is a family-owned business. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.