LIST OF CHAPTERS RESEARCH PUBLICATIONS / CONTRIBUTIONS BY SSBS FACULTY MEMBERS

• 2024-2025 Rachna Dhingra Review of Indian green building rating systems by using Analytical Hierarchy Process (AHP) on various parameters 2662-9984
• 2024-2025 Rimple Manchanda, Sakshi Kaul Exploring in India the Gender Difference in Self-esteem of Only Children and those having Siblings Mediated by Hope 2056-2969
• 2024-2025 Amit Kumar Arora, Santosh Kumar, Amit Kansal Analysis of Retail Investors’ Attitudes Toward IPO Investments 0973-8711
• 2024-2025  Mehvish Bhat, Ankur Agarwal, Michail V. Barmpas Soft Systems Methodology to Aid Group Interactions in Scenario Writing: The Case of ICICI  Prudential Mutual Funds 2632-2714
• 2024-2025 Udgam Mishra, Rimple Manchanda, Bikash Sharma and Rekha Kapair Antecedents of Green Purchase Intention: A Case of Biratnagar Nepal 2676-7104
• 2024-2025,"Dhruv Gupta, Diksha Dubey, Nimmi Agarwal,",The Impact of Digital Signage on Young Consumers In Traditional In-Store,0974-8946
• 2024-2025,"Diksha Dubey, Dhruv Gupta, Nimmi Agarwal",An Analysis of the Pattern and Trends of Foreign Direct Investment (FDI) Inflows in India.,0974-8946
• 2024-2025,"Berenice Christiane Jocktane Ampoumet, Ankur Agrawal, Amit Kumar Arora",Impact of Corporate Social Responsibility on Financial Performance: A Study of Public Banks,0974-438X
• 2024-2025,"Ankur Agrawal, Reema Agarwal, Bhavna Agrawal, Sudha Pandey, Archana Kumari",Performance Evaluation and Management of Indian Manufacturing Organizations Through Fuzzy Optimization Techniques,2455-4855
• 2024-2025,"Chhavi Jain, Rajesh Kumar Saini, Atul Sangal",Optimization of Human Resource Distribution in a Transportation Model Using Triangular Fuzzy Numbers,1012 3407
• 2024-2025,"Khundrakapam Anjalee Devi, Swati Bansal, Atul Sangal, Sumeet Kumar Singh",Presence of a glass ceiling and it’s contributing factors to IT and aviation,0976-4348
• 2024-2025,"Reema Agarwal, Ankur Agrawal, Ambika Sharma and Bhavna Agrawal",Evaluation of a Best Digital Supplier by Fuzzy SWARA-WASPAS Strategies,2455-4855
• 2024-2025,"Ajay Kumar, Piali Haldar, Sharad Chaturvedi",Factors influencing intention to continue use of e-wallet: mediating role of perceived usefulness,2633-9439
• 2024-2025,"Bhagawan Chandra Sinha, Nishi Sharma, Shweta Gupta, Sushil Laddhu, Upasana Sharma ,Archana Kumari, Vivek Sharma,Bhardwaj Shukla","The Motivation behind Moonlighting Practices and its Implications on Faculty Members, Principal Employer, and Primary Employment with reference to Higher Education Institutions of Delhi",0970-1052
• 2024-2025,"Smriti Mathur, Alok Tewari, Avinash K. Shrivastava, Vimal Chandra Verma, Sushant Kumar Vishnoi, and Preeti Sharma",Predicting Consumers’ Usage Intention Towards User-Generated Content: A Hybrid SEM-ANN Approach,0219-6492
• 2024-2025,"Uttam Mishra, Udgam Mishra, Uttam Regmi, Keshav Gadtaula, Rimple Manchanda",Factors Influencing Consumer Trust in Organic Food: A Study in the Emerging Nepalese Market,2320-1177
• 2024-2025,"Apoorva Verma, Preeti Sharma, Saurabh Mani",A Comparative Study of Indian States: With Special Reference to Achievement of Sustainable Development Goal of Zero Hunger,2320-1177
• 2024-2025,Jyoti Bhati & K. R. Gola,Payments Bank: A Tool for Financial Inclusion in India,2320-1177
• 2024-2025,"Manik Batra, Obaidur Rahman, Yuganshu S. Tickoo",Instrument development and psychometric testing of the maternity servicescape using user-generated content,1750-6123
• 2024-2025,Rimple Manchanda and Ali Shehu,Employee Job Satisfaction and Organisational Performance: A Review of the Empirical Evidence,2320-1177
• 2024-2025,"Udgam Mishra, Rimple Manchanda, Uttam Mishra, Keshav Gadtaula, Achyut Gyawali",Purchase Intention and Organic Food in Nepal,2320-1177
• 2024-2025,"Bhakti Bhusan Mishra, Namita Sahay, Preeti Sharma",Investigating the spillover effect of implied volatility on nifty return in different time periods with reference to index options: a multivariate GARCH approach,0975-6809
• 2022-2023 Parul Saxena, Reena Kovid, Asiya Nasreen. Chapter: Revisiting Employee Engagement in the New Normal: A Study of a Few Select Organizations.
• 2022-2023 Sweta Dixit, Neha Sharma, Mohit Maurya & Mridul Dharwal. Chapter: Evolution of Digitized Societies Through Advanced Technologies/ AI Power: Making Recruitment Smarter.
• 2022-2023 Shreshtha and Atul Sanghal. Chapter: Rethinking Sustainable Development: A Global Perspective/Sales Conversion Optimization.
• 2022-2023 Abdullahi Musa, Satender Singh. Chapter: Radical Changes: Management in Contemporary World/ Study on Growing need of green energy source.
• 2021-2022 Rakesh Sharma, Pradeep Kumar Agrawal and Ashish Saxena. Chapter: Transforming Business Through Digitalization/Digitization of corporate governance-collective decision-making forums board meetings via video conferencing in the context of Indian Companies act, 2013.
• 2021-2022 Anup Singh Chauhan, Mahima Singh, Shrea Dhar and Kalpana Singh. Chapter: Emerging contours of business and management/ New customer acquisition and improving patient satisfaction - case of a hospital.
• 2022-2023. Title: Predictors of Reuse and Donation Intentions of Leftover Food items: an Empirical Analysis. Authors: Neha Zaidi, Mohit Maurya, Sweta Dixit, Mridul Dharwal. Journal: Vision: The Journal of Business Perspective. ISSN: 0972-2629.
• 2022-2023. Title: Effect of Emotional Intelligence on Organizational Performance in manufacturing Companies of Nepal. Authors: Ashish Thapa, Adeyemi Muyiwa Atoki, Daleep Parimoo. Journal: NeuroQuantology. ISSN: 1303-5150.
• 2022-2023 Management Why do rewards fail to motivate knowledge sharing behavior among employees? Kaushal, S., Nyoni, A VINE Journal of Information and Knowledge Management Systems 2022 2059-5891
• 2022-2023 Management Covid-19 and the Changing Face of Financial Literacy in India: Evidence from Delhi NCR during Lockdowns Refia Wiquar, Mohammad Daoud Ciddikie, Alam Ahmad, Hafiz Wasim Akram Journal of Statistics and Management Systems 2022 2169-0014
• 2021-2022 Management Green accounting and its application: a study on reporting practices of environmental accounting in India K.R. Gola, Priyam Mendiratta, Gaurav Gupta, and Mridul Dharwal World Review of Entrepreneurship, Management, and Sustainable Development 2022 1746-0573
• 2021-2022 Management Univ Manufacturers: key account management for B2B Sadhna Dash, Leena B. Dam, Deepa Pillai, and Jitender Kumar Emerald Emerging Markets Case Studies 2022 2045-0621
• 2021-2022 Management Factors Affecting adoption of cloud-based services: evidence from an emerging market Abhisek DUtta, Raj K Kovid, Pranav Ranjan International Journal of Technology Marketing 2022 1741-878X
• 2021-2022 Management The Promise of Entrepreneurship and Innovation as a Strategic Response to Global Turmoils Raj K Kovid, Sudhir Rana, Amina Omrane FIIB Business Review 2022 2319-7145
• 2021-2022 Management Robin hood insurance broking: driving growth with differentiation Jitender Kumar, Animesh Singh, Ashish Gupta Emerald Emerging Markets Case Studies 2022 2045-0621
• 2021-2022 Management Quality Of Work Life and Emotional Intelligence: The mediating role of Stress Management. Shivani Sharma and Parul Saxena Gradiva Review 2022 0363-8057
• 2021-2022 Management ICT In Education Sunil Joshi Journal of Positive School Psychology 2022 2717-7564

Overview

Sharda School of Business Studies follows a dynamic, learner-centric and outcome-oriented teaching-learning process aimed at preparing students to become competent, confident and responsible management professionals. The School places strong emphasis on conceptual clarity, practical application, communication ability, analytical thinking, problem-solving skills and professional readiness. The teaching-learning process is designed to bridge the gap between classroom knowledge and real business situations through lectures, case discussions, simulations, presentations, live projects, internships, industry interactions, research-based assignments and experiential learning activities.

1. Outcome-Based and Competency-Focused Learning

The curriculum delivery is aligned with the principles of Outcome-Based Education. Course Outcomes are clearly defined and mapped with Programme Outcomes so that each classroom activity contributes to measurable student learning. Faculty members use structured lesson plans, session objectives, formative assessments, continuous evaluation, class participation, project work and reflective exercises to help students progress from basic understanding to higher-order learning such as application, analysis, evaluation and decision-making.

2. Reverse Learning Pedagogy: The Distinctive Approach

A distinctive feature of the teaching-learning process at Sharda School of Business Studies is the use of Reverse Learning Pedagogy. In this approach, learning does not begin only with theory. Instead, students are first exposed to a real-life business situation, managerial dilemma, case, data set, company example, industry issue or contemporary business challenge. They are encouraged to observe, question, investigate and discuss the situation before formal concepts and theories are introduced.

3. Step-by-Step Reverse Learning Process

Reverse Learning Pedagogy: From real business problems to meaningful management concepts.

4. How Reverse Learning Works in Management Education

For example, instead of beginning a topic such as mergers and acquisitions, platform strategy, consumer behaviour, financial analysis or human resource planning with definitions, the faculty may begin with an acquisition announcement, a failed business decision, a platform growth problem, a financial statement or a contemporary market trend. Students first examine the situation, identify the managerial issue, interpret available evidence and propose possible explanations. The related theory is then introduced as a tool to understand and solve the problem more effectively.

5. Benefits for Students

Reverse Learning Pedagogy makes classroom learning more active, participative and meaningful. Students move from passive listening to active investigation. They learn to ask meaningful questions, defend viewpoints, work in teams, interpret evidence, compare alternatives and arrive at reasoned conclusions. The approach is especially useful in management education because business problems are often uncertain, complex and multidimensional.

6. Technology-Enabled and Blended Learning Support

The School also integrates technology-enabled learning, digital resources, learning management systems, online reading material, video cases, business databases and contemporary industry examples into classroom delivery. Students are encouraged to prepare before class, participate during class and reflect after class. This three-stage learning cycle strengthens independent thinking and long-term retention.

7. Continuous Assessment and Feedback

Continuous assessment is an integral part of the teaching-learning process. Students are evaluated through class tests, presentations, assignments, case analysis, quizzes, projects, viva voce, role plays, group tasks and end-term examinations. These assessments are designed to test not only memory-based learning but also application, analysis, creativity and decision-making ability. Regular feedback helps students improve their academic performance, communication skills and professional approach.

8. Employability and Professional Development

The teaching-learning process at Sharda School of Business Studies also emphasizes employability and personality development. Students are trained in communication, presentation, teamwork, leadership, analytical tools, business writing, interview readiness and corporate etiquette. Industry experts, alumni, entrepreneurs and professionals are invited to interact with students so that they gain exposure to current business practices and expectations.

9. Key Highlights of the Teaching-Learning Process

• Learner-centric classroom delivery with active student participation.
• Outcome-Based Education with Course Outcome and Programme Outcome alignment.
• Reverse Learning Pedagogy beginning with real problems before formal theory.
• Use of case studies, simulations, live projects, presentations and industry examples.
• Continuous assessment and feedback for academic and professional improvement.
• Focus on employability, communication, leadership and decision-making skills.
• Integration of technology, digital resources and blended learning methods.

Thus, the teaching-learning process of Sharda School of Business Studies is practical, participative and career-oriented. Its special emphasis on Reverse Learning Pedagogy makes management education more meaningful by connecting real-world problems with academic concepts. This approach helps students develop curiosity, confidence, analytical ability and practical wisdom. It prepares them not only to understand management theories but also to apply them effectively in real business situations.

• SBS Newsletter_ Vol 12-Issue 2 July-Dec 2025
• SBS Newsletter Vol 11_Issue 1 Jan-June 2024
• SBS Newsletter_Vol 10 Issue 2_July-December 2023
• SBS Newsletter Vol 8 issue 2 July 2021 to Jan 2022

• Business Model Tools: Students will learn to look at a business and come up with the elements of the business model and develop insight into the process of value creation and delivery
• Build your Business Simulation: Students of Build Your Business (BYB) experience the thrill of leading a company from the front and taking tough decisions in a safe learning environment
• Benchmarking: A tool to improve the effectiveness of Monitoring and Evaluation in the policy cycle
• GE-McKinsey Nine-Box Matrix: This is a strategic tool that offers a systematic approach for the multi-business corporation to prioritize its investments among its various business units
• Case Methods for efficient an effective resource allocation for enhanced ROI

HR Catalyst – The HR Club:

HR Catalyst – The HR Club of Sharda University is a vibrant and student-driven platform committed to developing future HR professionals by blending academic knowledge with practical exposure. The club has successfully organized impactful events such as “Management Lessons Unfolded by Dabbawalas” (4th September 2025), Case-Based Study on Dabbawalas, Meme-O-Mania, and Video CV, encouraging creativity, analytical thinking, and professional skill-building among students. Continuing its journey of excellence, HR Catalyst is gearing up for exciting upcoming events like GD Champs, VANGUARD, and Walk of Leaders, aimed at enhancing leadership, communication, and decision-making skills. Through interactive workshops, competitions, and real-world learning experiences, the club fosters innovation, confidence, and holistic development in aspiring HR leaders.

Finance Club:

The Finance Club of Sharda University plays a vital role in fostering financial awareness and practical learning among students through a variety of creative and engaging activities. The club designs its monthly events around specific financial themes, ensuring that students not only gain theoretical knowledge but also experience the real-world application of financial concepts in an interactive manner. Each event is thoughtfully curated to make finance both accessible and enjoyable, encouraging students from different academic backgrounds to participate and develop an interest in financial literacy.

“Budget and Money Fun Month,” the club organized the Stock Market Fantasy League, where students explored the dynamics of stock trading in a simulated environment. This event allowed participants to understand market trends, investment strategies, and risk management in a fun and competitive way.

The Investment Monopoly, a finance-based board game event, helped participants understand investment strategies, asset management, and financial decision-making in an engaging and practical format. Overall, the Finance Club serves as a dynamic platform that not only builds financial knowledge but also develops confidence, teamwork, and critical thinking among students.

SANKETA - Marketing Club:

SANKETA – Where Visual Meets Vision is the official marketing club of the Sharda School of Business, created with the aim of nurturing the next generation of innovative marketers and creative thinkers. The club stands as a dynamic hub where ideas take shape, creativity finds direction, and strategy meets execution. Rooted in the belief that marketing is a powerful blend of art and analytics, SANKETA encourages students to explore how visual storytelling and visionary thinking can come together to create meaningful and impactful brand experiences.

At SANKETA, learning goes far beyond textbooks. The club actively organizes workshops, guest lectures, brand-building exercises, case study competitions, and live industry projects that provide students with hands-on exposure to real-world marketing challenges. These initiatives not only enhance technical and creative skills but also build confidence, teamwork, and leadership among members. By engaging with current trends such as digital marketing, content creation, branding, and consumer psychology, students gain a well-rounded understanding of the modern marketing landscape.

What truly sets SANKETA apart is its collaborative spirit and passion for innovation. It provides a platform for students from diverse backgrounds to come together, share ideas, and co-create impactful campaigns that reflect both creativity and purpose. The club also plays an active role in campus engagement by curating events and campaigns that enhance the university’s cultural and professional environment.

Through its vision of “Where Visual Meets Vision,” SANKETA continues to inspire students to think beyond the ordinary, transform their ideas into compelling narratives, and prepare themselves to become future leaders in the world of marketing.

Globonomics – Economics and International Business Club:

Globonomics is the academic club of SSBS that promotes learning in Economics and International Business through practical exposure. It organizes activities like seminars, case studies, quizzes, and guest lectures to enhance students’ analytical and professional skills.

The club encourages teamwork, and leadership while keeping students updated on global economic and business trends. Overall, Globonomics acts as a platform for experiential learning and prepares students for careers in the global business environment.

Brief introduction about club

Globonomics is a portmanteau (word blend) of global + economics, used to describe:

The economic systems, forces, and interactions that emerge in an increasingly interconnected and interdependent world.

It deals with how globalization influences economic policies, markets, businesses, and even cultural or political systems.

Etymology

Global → from the Latin globus (“sphere” or “round mass”), referring to the Earth as a whole.

Economics → from the Greek oikonomia (oikos = “household” + nomos = “law/management”), meaning “management of a household,” later extended to managing states and resources.

So literally, globonomics means:

“The management of the Earth’s economic household.”

Talent Club:

The Talent Club is a vibrant and inclusive platform dedicated to nurturing the creative potential within every student. From music and dance to acting, public speaking, and beyond, the club offers a rich array of events, workshops, and competitions that empower students to discover and showcase their unique gifts. More than just a stage, it is a space where confidence is built, teamwork is celebrated, and leadership naturally flourishes. Whether you are a seasoned performer or a first-time explorer, the Talent Club invites you to express yourself, grow boldly, and make your mark on campus life