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This paper aims to explore the impact of metaverse technology on the hospitality and tourism industry. The introduction of metaverse technology has revolutionised the way the hospitality and tourism industry works. In the present study, the authors have investigated the role of social media marketing in the adoption of metaverse technology in hotel booking in India.

An extended technology acceptance model was proposed for an empirical investigation in the Indian context. Sample of 344 respondents was collected across India using a purposive sampling technique for the purpose of data analysis. The structural model analysis is used to analyse the data collected from the respondents using the SmartPLS software to check the structural and the measurement fit of the model.

The adoption intentions were largely influenced by the utility, attitude (ATT) and ease of use of the technology, and social media marketing plays a major role in influencing the perceived usefulness (PU) and ease of use (PEU). The study finds positive ATTs of the customers for using metaverse technology for booking their hotels. PU and PEU significantly influence the ATT of the consumer indicating the traveller’s perception of the usefulness and ease of metaverse technology influence their ATTs towards adoption.

Influence of metaverse technology is at a nascent stage in India specifically for hotel booking and tourism. The authors have used discriminant validity by using the criteria for both the square root of the average variance extracted and heterotrait–monotrait ratio tests, and the results suggest that the constructs in the research are distinct from other.

After reading the case, the students shall be able to explain the concept of insider trading and differentiate between illegal insider trading and legal insider trading, business ethics, financial institutions, financial markets and accounting; to interpret the legal framework for prevention of insider trading; to identify the role and significance of the market regulator, Securities and Exchange Board of India (SEBI), in detecting financial crimes such as insider trading; to demonstrate the association between information, stock trading and stock prices within the framework of efficient markets; and to appraise the ethical dilemma in a family-owned firm, where the family members of the promoter group are alleged to have indulged in a financial crime.

The case revolves around allegations of insider trading against the promoter and the promoter group of the family owned and controlled firm, Lux Industries Limited. On January 24, 2022, the SEBI, the regulator of securities markets in India, accused Udit Todi, the Executive Director of Lux Industries Limited, of engaging in insider trading through a chain of 14 connected parties. Udit Todi was also the son of the Managing Director, Pradip Kumar Todi, and the nephew of the Executive Chairman, Ashok Kumar Todi. In its interim order, SEBI alleged a breach of insider trading regulations by a group of 14 connected entities that had built up long positions starting from May 21, 2021, before the quarterly financial results (Q4) and the annual results of the financial year (FY) 2021 in the equity shares of Lux Industries Limited, with its registered office in Kolkata, India, were announced. Subsequently, they squared off the long positions to make a profit of ₹29.43m. To restore the confidence of the investors, the Executive Chairman, Ashok Kumar Todi, needed to review the matter expeditiously and impartially. Taking into consideration the family ties of the accused, it was not going to be an easy task, yet, it had to be done. The case highlights the role of the regulator, SEBI, in unearthing financial frauds such as insider trading in an emerging market such as India.

Postgraduate programs in management, Executive education programs.

Teaching notes are available for educators only.

CSS 1: Accounting and Finance

In order to enhance the performance of R&D in manufacturing organizations, the R&D managers need to identify the internal as well as the external factors that affect the R&D performance of manufacturing organizations in India. They need to understand the inter‐dependencies of these factors. This paper seeks to identify the critical success factors for R&D in Indian manufacturing firms.

There may be a number of factors that are critical for achieving acceptable R&D performance and these factors have been identified by a number of instruments or means, such as questionnaire surveys, brainstorming, and consolidation by Principal Component Analysis (PCA). A total of 14 factors have been identified by using principal component analysis and finally we have developed a structure of interrelationship among the identified critical success factors using an interpretive structural model.

The results show that R&D vision and direction and R&D oriented culture are the most important critical success factors (CSFs) and they have a great influence on the other CSFs. Though R&D vision and direction and R&D oriented culture are the short‐term objectives, Indian manufacturing firms should be equipped with proper R&D management strategy to achieve the long‐term objectives, such as achievement of revenue and profitability within a quick time frame.

Although R&D managers of Indian manufacturing firms are aware of various critical success factors, a systematic approach is required for identifying them, and as these factors may have complex interrelations between them for analyzing R&D performance in a manufacturing firm, it is essential that such an approach is in place. The hierarchy based ISM further defines those factors which are really critical and need more focus on the root causes of the success. In addition to that, the proposed ISM model acts as a good guideline in order to improve the performance of the manufacturing R&D organizations in India.

The paper provides an interpretive structural model to develop a map of the complex relationships and magnitude among identified critical success factors.

The purpose of this paper is to validate through a case study involving an organization in India, a five-phase Define-Identify-Build-Assess-Review methodology proposed for designing and implementing knowledge management capability (KMC) in an organization from a holistic perspective.

This paper adopts the case study approach, using semi-structured interviews and survey questionnaires to gauge KMC in the organization. Exploratory factor analysis and multiple regressions are applied to determine the impact of the chosen factors on KMC of the organization. Further, interpretive structural modelling is used to determine impact of selected variables on the business performance.

KMC of the organization is predominantly based on the “embedded routines”, “knowledge base” and its “shared utilization” in the organization. The KMC is primarily driven through improved learning and rich explicit knowledge.

The study is confined to a specific business process in the organization. As the focus of study is based on a single organization, the generalization of the results to other organizations needs to be proven.

The periodical monitoring of the identified KMCs leads to enterprises making corrections and adjustments on the knowledge assets accordingly.

Introspection of the KMCs of the organization by the management in a holistic manner and bridging the operational gap by developing performance metrics.