Pessimism looms large all over. COVID-19 has been projected as worse than the Great Depression of 1930. Everyday analyst and agency reports are diving into new bottoms of a fall-down in economic activities. Indian economy, however, has a slightly different story to tell at this hour of crisis. The silver lining for the Indian economy comes from a steep fall in the crude oil prices from around $70 per barrel to a record 18 years low of $22 per barrel. This windfall gain can, to some extent, offset the direct losses due to COVID-19. At the same time, dreams like a $5 trillion economy no longer look even a remote possibility. This article takes stock of the likely impact of COVID-19 on the Indian economy in the short term and the long term. A decision-tree approach has been adopted for doing the projections.

This paper, presents the case of the South African Revenue Service (SARS), whose strategic planning reflects features of the balanced scorecard (BSC) approach. The strategic plan documents of the SARS were examined. Applying manifest and latent content analysis it is highlighted how the mission, vision, and strategy have been translated into objectives that have key performance indicators, targets, and initiatives. Some of its recent performance achievements are proof of the potential that a tool like BSC holds. The SARS strategic plan is a motivating case and a learning input for government organizations dealing with the intricacies of the BSC systematically. Other revenue collecting and government agencies can consider adopting of a similar approach.

Purpose The purpose of this study is to evaluate the sustenance of quality over the long run by higher education institutions (HEIs) as measured by the accreditation scores in two consecutive five-year cycles of accreditation, which is a global quality practice. It also aimed to uncover the causes of the decline in the quality performance of the majority of HEIs. Design/methodology/approach The authors analyzed 481 Indian HEIs based on their accreditation scores for the second and third cycles of assessment by the apex agency, the National Assessment and Accreditation Council. Given the alarming results, the authors investigated the matter further. Possible causes for the lack of quality sustenance on the part of Indian HEIs were ascertained. Findings While 161 HEIs showed improvement, 320 showed a decline in the accreditation scores. Indian HEIs are on a slippery slope in dealing with quality. This survey of a sample of 248 out of 481 institutions showed that much remains to be done by the Internal Quality Assurance Cells. The lack of institutionalization of quality is a major concern. Findings of this study have implications for HEIs across the globe who want to be assured of quality on a sustained basis. Originality/value This study is the first of its kind to look into drops in quality among HEIs that have been in a quality environment for more than 10 years. It warns institutions to guard against quality complacency to sustain quality in the long run.

The Indian government enacted the Right to Education Act (RTE) to provide free and compulsory elementary education to all economically underprivileged children between ages 6 and 14. All schools, including private schools, are required to reserve 25% of their enrollment slots for such students, with the government shouldering their fees. While student enrollment has increased, some challenges have emerged in the schooling of RTE students. We surveyed the parents of 400 RTE students and interviewed five private-school principals. Findings showed that private schools practice discrimination against RTE students, who are susceptible to various risks. Private schools argue that for the past several years, the government has not paid the fees for these students. Based on the social equity theory of education, we suggest that the fees of underprivileged students be charged to the majority of upper- and middle-class students.

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