Dr. Mita Mehta is currently Research Professor of Corporate Governance and HR at Symbiosis Institute of Business Management, Pune, India. She has more than two decades of experience in the field of academics, research and consultancy. Her area of interests is Governance, Employee engagement and Ethics. She has been awarded as best HR professor by Dewang Mehta foundation in year 2012 and The Great researcher award 2020 by IRDP for her research expertise. She has done her doctorate in the area of Corporate Governance in Indian corporate Sector. She has published more than 80 research papers, and two books. She has recently published 2 patents under Indian Patent Office. She has taken various sessions for students, researchers and employees in past few years on various topics. She is certified ADEPT-15 Expert Practitioner. She has been awarded Emerald Literati Award 2022 for outstanding reviewer.
EDUCATION
MCOM , PHD , UGC SET
RESEARCH INTERESTS
Employee engagement , HR , Corporate Governance
FUTURE PROJECTS
gender inclusivity
Applications Invited
55
Scopus Publications
Scopus Publications
Periods, platforms and purchase: the role of social media influencers in shaping menstrual product choices Mita Mehta, Priti Saxena, Nehal Thakuria, Sana Moid International Journal of Pharmaceutical and Healthcare Marketing, 2026 Purpose This study aims to investigate how social media influencers shape consumer behaviour, perceptions and purchasing decisions among young female consumers. Design/methodology/approach This study used a qualitative research design using semi-structured interviews with 17 female participants aged 18–25, selected through purposive non-random sampling. Data were analysed using thematic analysis to identify recurring patterns and insights. Findings Six themes emerged from the thematic analysis, namely, awareness and discovery, trust and credibility of influencers, decision-making drivers, consumer engagement, post-purchase satisfaction and authenticity and health considerations. This reflects that influencers play a critical role in raising awareness, particularly about lesser-known and sustainable products. Participants valued authenticity, transparency and relatable content. However, concerns regarding paid promotions and overhyped products exaggerated trust. Influencer credibility, affordability and alignment with consumer values significantly impacted purchase decisions. Originality/value This study adds to the expanding literature on influencer marketing by concentrating on the overlooked area of menstrual health. It provides insights into how influencers serve as informal educators and influence consumer attitudes towards intimate health products, particularly among young women in India.
Harnessing technology for hope: a systematic review of digital suicide prevention tools Prachi Sherekar, Mita Mehta Discover Mental Health, 2025 This systematic review scrutinizes digital interventions in suicide prevention, telehealth, mobile applications, artificial intelligence (AI), and digital psychotherapy. Apps with cognitive behavioural therapy (CBT) and crisis help worked well, but there were worries about keeping users engaged and data safe. AI tools were good at spotting suicide risk (72-93% accurate) by looking at social media and health data, but there are still ethical issues to solve. Safety planning and self-tracking on phones helped manage crises better. Using tablets in emergency rooms showed promise to boost coping skills. Online CBT and mindfulness training reduced increased distress. These digital tools have benefits, but there are still concerns about rules proving they work and keeping patients involved. The findings show that mixing digital tools with regular care can improve suicide prevention. However, we need more research to ensure they are used well in the long term.
Unveiling the dynamics of farmer producer organizations in India: a systematic review of status, challenges, and future directions Sharvari Patil, Mita Mehta, Garima Pancholi, Abhineet Saxena Humanities and Social Sciences Communications, 2025 India, a developing country heavily reliant on the agricultural sector, has witnessed the emergence of farmer producer organizations (FPOs) as a transformative collective model for farmers as an alternative to traditional cooperatives. The FPOs aim to solve the problems encountered by small and marginal farmers, especially those about better access to capital, technical improvements, and efficient inputs and markets. A comprehensive review of the literature in this field is essential because of the rapid advancement of FPO research articles. Scholars have published several review articles on FPO from different perspectives to tackle this issue. However, there is not a considerable number of published studies on FPO that incorporate bibliometric analysis. In the present study, an attempt is made to investigate the FPO publications with bibliometric analysis. This study employs a systematic literature review methodology, focusing on research published between 2002 and 2023. From an initial pool of 3796 research articles, 64 relevant studies from the Scopus database were identified for the study. These papers were analyzed using publication, journal, country, and author productivity, as well as the highest cited documents, co-citation analysis, bibliographic coupling analysis, and cluster analysis. The findings reveal that most studies focus on assessing the performance of FPOs, with limited attention to critical areas like institutional support, leadership, and policy execution. The cluster analysis results revealed that agricultural marketing, sustainable agriculture, the impact of membership on performance, women in agriculture, manufacturing, sustainability driving innovation, and technological efficiency of the food supply chain are the emerging themes in the literature. This paper provides policy recommendations on some significant challenges FPOs face, such as streamlining documentation, enhancing market access, ensuring fair tax treatment, allowing fertilizer distribution rights, and promoting farmer-led leadership.
AI-enabled self-regulated learning: reinforcing a proactive workplace culture – a viewpoint Sampada Deshmukh, Mita Mehta Development and Learning in Organizations, 2025 Purpose This viewpoint discusses the influence of Artificial Intelligence (AI) - enabled self-regulated learning (SRL) on fostering proactive workplace learning and organizational agility. Design/methodology/approach This viewpoint unpacks how AI-enabled SRL can drive proactive employee learning outcomes, drawing insights through reviewing articles on AI and SRL. Findings This paper offers a unique insight into the organizations’ tools to streamline learning by providing real-time support, personalized learning paths, and skill gap analysis, enabling employees to take control of their professional development by aligning individual growth with organizational goals. Research limitations/implications This article gives managerial and organizational implications. Practical implications This is a viewpoint article and can be further elaborated with impartial learning. Originality/value This viewpoint article offers a distinctive and comprehensive approach to emerging research in AI-enabled learning at both individual and organizational levels, integrating with Zimmerman’s Model based on Social Cognitive Theory.
Book review Swapna Ashutosh Bhatawadekar, Mita Mehta Learning Organization, 2025 Frederic Laloux’s Reinventing Organizations is a thought-provoking book that was ahead of its time when first published in 2014. Drawing from his empirical research on 12 organisations in Europe and America, the author explores the evolution of organisational development (OD). His study, grounded in evolutionary and developmental theories from social science, examines how shifts in human consciousness correlate with organisational change. The book presents a compelling framework, assigning colours and names to different stages of organisational models, making them both memorable and easy to visualise.This book is a must-read for leaders, founders, OD and management consultants, coaches and OD students. As Ken Wilber, a social science researcher, has written in the foreword of this book, “This research deserves to be taken seriously by every integral, indeed every conventional, student of organisations and organisation development.” The author has established that the existing organisational structures seem insignificant in a futuristic view. Future certainly belongs to more adaptive, human-centric and transformative abilities of individuals and organisations. While asserting the need for this research, he questions the goal of work–life balance, arguing that its pursuit signals its absence. With organisations feeling increasingly mechanical, the real challenge is finding structures that truly unlock human potential. What would such organisations look like, and how can we create them? Banner (2016) had reviewed the book earlier; however, while the world has gone through COVID experiences and the transformative impact of AI since then, it is essential to revisit and reassess it in today’s context.This book is presented in three parts, where part one establishes and explains the theoretical base. Part two is about the research and results, and part three is about the future directions and framework. This book’s vibrant content includes the author’s insights, meticulous research, comprehensive references, numerous tables and a detailed questionnaire. The practical guidance for establishing “Teal Organizations” is thorough, covering specific approaches tailored to organisation size and delineating feasible actions. This information is effectively illustrated with visuals such as pictures and tables. The research is explained in the storytelling format, which is very engaging. The firsthand accounts shared by the employees and the leaders offer enriching insights. It helps the readers to visualise and comprehend better. Instinctively, we search for our tribe in workplaces. The authentic and warm spaces support our passion. Passionate leaders can shape organisations as soulful places; however, the dynamics of the systems block their pursuits. Occasionally, such leaders prefer to leave the organisation rather than transform it.Then the question remains: can we get soulful workplaces? Who is responsible for building such living organisations (Laloux, 2014)? Industrial revolutions during the past two centuries have contributed to tremendous progress in human life. Organisations have been mirroring humankind’s collaborative capabilities and being a predominant part of human evolution history. At this juncture of our existence, humanity certainly recognises that, during the past two centuries, we have consumed energy sources formed over hundreds of millions of years through fossilisation. We certainly need innovative solutions to address this loss. With this newfound consciousness, we are probably standing at the juncture of the next transformation. We are waiting for the evolution of a new organisational structure.Part 1: Historical and developmental perspective – The historical context does not solely derive from organisational history but stems from broader human history and developmental psychology. Over time, the types of organisations humans have created have been closely linked to prevailing worldviews and levels of consciousness. Studies in developmental psychology have revealed that human transformation occurs abruptly, akin to a caterpillar’s metamorphosis. Each new stage in human consciousness marks a breakthrough in our collaboration capacity, leading to new organisational models. The author has explained that the way he has described the stages of consciousness stems from a personal synthesis of the work of different scholars from the field of social science. However, his primary correlation comes from Wade’s and Wilber’s meta-analysis. Ken Wilber’s Integral theory often refers to developmental stages not by name but by colour. This book borrowed and expanded this idea in the context of organisational behaviour. Evolutionary footprints of the human species, dating back to the fifty to hundred thousand BC period, are connected to small groups of people where collaborative skills were limited. The concept of self was not developed, so this reactive, infrared paradigm never saw any distinct organisational model.The history of the Magical Magenta paradigm dates back 15,000 years. Where collaborative skills enhanced a little, understanding of self was better but not yet to the level we can call an organisation. Then, around 10,000 years back, when the sense of self evolved, and our focus was centred on our ego, our decision-making was influenced by external factors such as societal expectations or desired outcomes. In this Impulsive Red stage, a favourable decision satisfies personal desires. The red organisation is the one that follows one’s constant exercise of power, where a division of labour and authority command is observed, like in mafia gangs and street gangs. In Conformist Amber, decisions are evaluated based on conformity to social norms. This has been observed for around 4,000 years. Where cause and effect were understood, we moved to civilisation with progress in agriculture. Amber organisations are formed with formal processes and command structures, like the Military, the Catholic Church and government institutions. The Achievement Orange paradigm, which was observed around 200 years ago, prioritises effectiveness and success when making decisions. Cause and effect understanding leads to innovation. A goal-oriented approach, beating the competition to earn growth, and practising management by objective became the organisation’s focus. Accountability and meritocracy were awarded. Today, most organisations operate from either the Amber or Orange paradigm. In Pluralistic Green, decisions are assessed based on criteria like belonging and harmony. The consciousness level reached the understanding that there is more to life than success and failure. Self-esteem is high.We observe this in the past 50–100 years of the history of humanity. Value-driven, culture-driven organisations operate from this paradigm, such as Southwest Airlines. Then comes the evolutionary “Teal,” the projected future organisations. “Teal” symbolises decency and renovation. This evolution correlates with the need for self-actualisation, as per Maslow’s theory of human needs. As the author has explained, the ultimate aim in life is not merely achieving success or receiving love. Still, it is about embodying our most authentic selves, embracing authenticity, nurturing our inherent talents and passions and dedicating ourselves to serving humanity and our planet. A teal organisation evolves with this consciousness of the founder or leadership of that organisation. The teal paradigm shifts the focus from external to internal factors in decision-making. Here, the emphasis is on inner alignment and authenticity, guided by questions like, “Am I making the right decision? Does this decision align with my true self and my aspirations? Am I helping to make this world better with this decision?” It showcases the evolution of these levels from one another, illustrating how our inner compass directs us. Teal consciousness relates to the systems’ thinking approach, where you realise you are interconnected and part of a big whole (Laloux, 2014).Part 2: The structures, practices and cultures of teal organisations – The author’s two-year qualitative research focused on organisations with at least 100 employees and five years of operation. He found that Teal consciousness is not limited to service or non-profit sectors – industries like energy, health care, education, food processing and manufacturing also embrace it. While each organisation’s structure is unique, three common breakthroughs emerged:The twofold framework is essential to understanding organisational learning, unending cognitive processes and the social construction of knowledge. This framework suggests that the learning organisation must address adaptive and generative learning (Appelbaum & Goransson, 1997). “Teal Organizations” operate with self-managing teams, fluid job roles and fully decentralised decision-making through an advice process. Anyone can decide but must seek input from those affected, though they are not obliged to follow it. Staff functions are handled within teams, meetings happen only when needed and crisis management relies on transparency and collective intelligence. The advice process can be temporarily suspended in urgent situations within a defined timeframe. Conflicts are resolved through a structured, multi-step process limited to those involved. Performance is team-focused, with peer-based appraisals. There are no promotions, only role adjustments by peer consensus. All information, including financials, is shared in real time. Purchases follow the advice process, and instead of bonuses, profits are shared equally, with minimal salary differences. Observed wholeness practices include self-decorated office spaces welcoming to animals, children and nature. Values and behaviour guidelines are aligned. Honest discussions address work–life balance, and regular conflict resolution training fosters a healthy environment. Storytelling strengthens trust and community, while dedicated meetings ensure every voice is heard and egos are kept in check. Recruitment prioritises cultural fit and purpose, with onboarding focused on values and immersion through rotation programs. Training is a personal choice, except for mandatory cultural sessions. Individual learning journeys and personal calling guide performance management. Organisations are seen as living entities having their evolutionary purpose. Strategy evolves naturally from the collective intelligence of self-managing teams. Competition is not about rivalry but a means to fulfil the organisation’s purpose. Growth and market share are tools, not goals, while profit follows by doing what is right. Planning and budgeting are need-based, with no fixed targets. Fast, workable iterations replace the pursuit of perfection. Change is not a separate initiative but a natural part of the organisation. Vendors align with the purpose, while marketing, product design and branding are driven by purpose, intuition and aesthetics. Mood management is consciously practised to support the organisation’s mission (Laloux, 2014).Cognisance of organisational culture: Once we understand these three common breakthroughs, how will they transform into the “Teal Organization” organisational culture? In his profound words, the author states, “The culture becomes both, less necessary and more impactful”. Context and purpose should shape the organisational culture. He has described three ways to help shape this culture:With these insights, one can see that the future belongs to organisations where “hard” and “soft” work hand in hand while reinforcing each other to serve the organisations’ purpose (Laloux, 2014). Entrepreneurial intuitions towards innovations, change and risk-taking are institutionalised and transformed into organisational results. The organisation learning 4I framework acknowledges that learning is not always a conscious analytical process while the subconscious plays a critical role in people’s response towards any change (Crossan et al., 1999)Part 3: The emergence of teal organisations – This chapter explores the key conditions for building a “Teal Organization” and whether existing ones can make the shift. It serves as a practical guide for those ready to take this step, envisioning a future where “Teal Organizations” thrive in a Teal society. The appendices include research questions; an overview of Teal structures, practices and processes; and a curated selection of readings and notes. Only two conditions are crucial for creating a “Teal Organization”: top leadership and owners/board alignment. A “Teal Organization” can only emerge when leadership and stakeholders align with its purpose at a higher level of consciousness. A middle manager may foster Teal practices within their team, but without top leadership’s support, it will not extend vertically. Likewise, even a visionary CEO cannot establish a Teal organisation if the board or owners are not evolved.Evolutionary – Teal paradigm (organisations look like below).Period – Now and tomorrow.Characteristics of human development:Teal organisation:Human consciousness level: Self-actualisation.Key breakthrough: Part of the whole, responsibility towards the whole, serve humanity and nature.Guiding metaphor: Living organism.Current examples: AES, Morning star, Buurtzorg.Reflections on reading.This book is undoubtedly influential in a way. It ignites your thoughts and reshapes your thinking on OD. Among the 12 organisations presented in the book, two initially embraced Teal principles but reverted to traditional models after leadership changes; this is certainly thought-provoking. Studies suggest only 5% of the Western population has reached self-actualisation, but as this grows, more organisations may shift to Teal (Laloux, 2014). Written in 2015, the book predates major shifts like social media’s deep integration into work and the rise of AI. How should we now study the evolution of next-level organisations? Reflecting on it post-COVID, we are moving towards local markets, closed-loop economies and hybrid work models. The pandemic has driven people to seek purpose-driven work, questioning the chase for targets and numbers. In many ways, we are witnessing a shift in consciousness towards “Teal” principles.However, while the book is inspiring, some of its ideas may seem overly idealistic. The case studies primarily focus on organisations in developed nations such as the Netherlands, Germany, France, and the USA, where conditions may be more favourable for Teal practices. For developing economies, transitioning to such models presents significant challenges.
Mental health matters: individual, organizational and leadership dynamics on employee mental wellness through organizational interventions Mita Mehta, Taniya Golani, Abhineet Saxena, Priti Saxena International Journal of Organizational Analysis, 2025 Purpose This study aims to discover the complex relationships between individual factors (IF), organizational culture (OC) and leadership styles that impact employee mental health (MH) in the post-pandemic age. Considering the changing nature of the workforce, which has been made worse by the COVID-19 epidemic, the research attempts to clarify the complex interactions between these components. Design/methodology/approach This research uses the structural equation modeling (SEM) methodology. The authors collected data from 383 information technology sector employees and used the partial least squares SEM tool to analyze. The SEM analysis models the relationships between IF, OC and organizational leadership (OL), examining how these factors collectively influence employee MH. In addition, the study explores the mediating effects of organizational interventions (OI) to assess the pathways through which these interventions impact the observed relationships. Findings OL and OC significantly impact employees’ MH. Also, OI plays a role in mediating variables in fortifying this relationship; one of the viable explanations for this may be that unlike IF, OL and OC are more comprehensive in coverage and influence the overall organization. Originality/value The present study suggests the crucial role of OL and the OC in ensuring better employee MH, emphasizing how organizations navigate these transformative shifts, which are critical for realizing their full potential professionally and personally.
Good, bad and ugly experiences of non-binary gender inclusion at the workplace to frame employee value proposition Mita Mehta, Jyoti M. Kappal Personnel Review, 2025 PurposeThe present study aims to gauge the experience of gender non-binary (NB) employees in the context of employee value propositions (EVP) in Indian enterprises and make suggestions for organizations to align their gender-aligned interventions with the EVP framework.Design/methodology/approachQualitative methodology was used for collecting data through semi-structured interviews and subsequent analysis of the transcripts. The data was gathered from 10 NB participants working in Indian enterprises with the use of non-probabilistic purposive snowball sampling.FindingsThe analysis revealed eight themes representing the good, bad and ugly experiences of NB individuals within the context of EVP. These findings underscore the potential of enriching value propositions for employees to promote gender inclusion in corporate settings, contributing to long-term organizational success.Practical implicationsThe study offers both theoretical and practical implications for fostering inclusivity at the workplace. It suggests that policymakers and organizations should align EVP with diversity and inclusion initiatives, re-evaluate hiring processes and promotion policies to ensure equal opportunities for NB individuals, provide regular staff training to address biases and implement inclusive insurance policies and representation in employee resource groups (ERGs).Originality/valueThis study provides unique insights into the experiences of NB employees within the framework of EVPs in Indian organizations.
Entanglement of cultural diversity and future of work: thematic analysis Mita Mehta, Abhineet Saxena Cogent Arts and Humanities, 2025 This study explores insights from corporate leaders regarding cultural diversity in the workplace and its potential complexities for the future of work in the context of India. The research aims to develop strategic approaches to blending cultural diversity, helping organizations optimize diversity with minimal conflict through thematic analysis. Exploring the insights from the corporate leaders, the authors conducted a focus group study. 30 corporate experienced corporate leaders participated and responded. Recognizing that cultural diversity is not confined to a single sector, the study gathers perspectives from leaders across diverse industries and predicts potential outcomes through thematic analysis. Four themes emerged from the focus group (1) dynamic leadership, (2) constant communication, (3) talent management, and (4) strategic initiatives. Organizations must focus on these factors to foster an inclusive workplace and ensure a thriving future work environment. Given the limited research in this domain, this study contributes valuable insights into human resource policy and social and managerial implications.
Corporate social responsibility in management curriculum - Stepping stone towards creating responsible managers International Journal of Applied Business and Economic Research, 2017
