Mita Mehta

@sihs.edu.in

Research Professor
Symbiosis Institute of Health Sciences, Symbiosis International University

Mita Mehta


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Dr. Mita Mehta is a Professor in the Faculty of Management. She has more than two decades of experience in academics, research, and consultancy. Her areas of interest are Governance, Employee engagement, and Ethics. She is a certified ADEPT-15 Expert Practitioner. She has been awarded the Emerald Literati Award 2022 for outstanding reviewer work. She has also been awarded as best HR professor by the Dewang Mehta Foundation in 2012 and The Great Researcher Award 2020 by IRDP for her research expertise. She has a doctorate in corporate governance in the Indian corporate sector. She has published more than 80 research papers and two books. She has recently published 2 patents under the Indian Patent Office. She has taken various sessions with students, researchers, and employees in the past few years on various topics.

RESEARCH, TEACHING, or OTHER INTERESTS

Business, Management and Accounting, Organizational Behavior and Human Resource Management, Industrial relations, Management of Technology and Innovation

FUTURE PROJECTS

Higher education , CSR , Corporate Governance


Applications Invited
55

Scopus Publications

1934

Scholar Citations

17

Scholar h-index

24

Scholar i10-index

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.
  • A Bibliometric Analysis of Employee Withdrawal Behaviour: Current Status, Development, and Future Research Directions
    Garima Pancholi, Abhineet Saxena, Amit Jain, Mita Mehta
    Journal of the Knowledge Economy, 2025
  • 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.
  • Data Science Implementation for Social Empowerment
    Samrat Ray, Souvik Datta, Smita Mehendale, Mita Mehta
    Lecture Notes in Networks and Systems, 2025
  • Decoding mobile payment application switching: insights from the Push-Pull-Mooring framework
    Kirti Motwani, Somya Choubey, Abhineet Saxena, Mita Mehta, Ity Patni
    China Finance Review International, 2025
  • IT professionals’ post-pandemic online learning: UTAUT model study
    Sampada C. Deshmukh, Mita Mehta
    Journal of Workplace Learning, 2024
  • Ploughing New Ground: Exploring the Critical Traits of Leaders of Farmer Producer Organizations
    Sharvari Patil, Mita Mehta
    Indian Journal of Extension Education, 2024
  • Metaverse changing realm of human resource learning – a viewpoint
    Mita Mehta
    Development and Learning in Organizations, 2024
  • Identifying the dimensions of philanthropic CSR in the FMCG sector: agenda for the sustainability of business
    Vibha Soni, Priti Saxena, Sana Moid, Abhineet Saxena, Mita Mehta
    Corporate Governance Bingley, 2024
  • Artificial Intelligence in Human Resource Management for Improved Employee Engagement
    Mita Mehta, Sammita Jadhav
    Lecture Notes in Networks and Systems, 2024
  • Internet of Things and Its Application
    Mita Mehta, Sammita Jadhav
    Lecture Notes in Networks and Systems, 2024
  • Organizational resilience and sustainability: a bibliometric analysis
    Mita Mehta, Garima Pancholi, Abhineet Saxena
    Cogent Business and Management, 2024
  • Empowering Women Artisans in Madhubani Painting: Navigating Digital Challenges for Long-Term Viability
    Neha Singh, Sana Moid, Mita Mehta, Priti Saxena
    Vision, 2024
  • Intellectual Development in Asset Liability Management: A Bibliometric Analysis of Financial Performance in Cooperative Bank Domains
    Akanksha Bhardwaj, Abhineet Saxena, Garima Pancholi, Mita Mehta
    Lecture Notes in Networks and Systems, 2024
  • Impact of Experiential Learning on Learning Outcomes Among Engineering Students Based on Kolb's Model: A Netnography Study
    Mita Mehta, Nishant Mehta, Group Project Manager, Infosys Limited, Pune, India
    Journal of Engineering Education Transformations, 2023
  • Use of instagram insights for increasing overall reach and engagement
    Balle Divya, Mita Mehta, Lucky Preetham Rayi
    Aip Conference Proceedings, 2023
  • Empirical study of factors influencing corporate entrepreneurship in the IT sector using the Structural Equation Model
    Mita Mehta, Ms Verma, B Bass, M Bennedsen, B Bhardwaj, et al.
    Quality Access to Success, 2023
  • Metaverse changing realm of the business world: a bibliometric snapshot
    Mita Mehta, Garima Pancholi, Dr Abhineet Saxena
    Journal of Management Development, 2023
  • A new validated model of leadership development in higher education; empirical assessment using universal attributes of spiritual intelligence
    Chetan Prabhu, Mita Mehta
    Higher Education Skills and Work Based Learning, 2023
  • Monitoring Algorithm for Datafication and Information Control for Data Optimization
    Mita Mehta
    Lecture Notes in Networks and Systems, 2023
  • Digitization of Measuring Scales in Social Science Research Area
    Mahesh Bapusaheb Toradmal, Mita Mehta, Arti Chandani
    Lecture Notes in Networks and Systems, 2023
  • Leveraging Blockchain Technology for Improving the Quality of Corporate Governance
    Mita Mehta, Anil Khurana, Vv Ravi Kumar
    2023 6th International Conference on Information Systems and Computer Networks Iscon 2023, 2023
  • Machine Learning Approaches for Educational Data Mining
    Mahesh Bapusaheb Toradmal, Mita Mehta, Smita Mehendale
    Lecture Notes in Networks and Systems, 2023
  • Corporate entrepreneurship and leadership theories: conceptual review
    Shruti Verma, Mita Mehta
    Journal of Entrepreneurship in Emerging Economies, 2022
  • Digital innovation in wealth management landscape: the moderating role of robo advisors in behavioural biases and investment decision-making
    Ankita Bhatia, Arti Chandani, Rajiv Divekar, Mita Mehta, Neeraja Vijay
    International Journal of Innovation Science, 2022
  • Community engagement through responsible leadership in managing pandemic: insight from India using netnography
    Mita Mehta, Harsha Sarvaiya, Arti Chandani
    International Journal of Sociology and Social Policy, 2022
  • Study on Identifying the Opportunities for Defence Exports Initiative Towards Make in India Initiative
    Aditya Kumar, Mita Mehta
    Springer Proceedings in Business and Economics, 2022
  • A Study to Analyze Use of Social Media by Private and Public Sector Banks in India
    Arti Chandani, Rajiv Divekar, B. Neeraja, Mita Mehta, Rizwana Atiq
    Springer Proceedings in Business and Economics, 2022
  • Robots and Artificial Intelligence: An Aid to Dependent People
    Arti Chandani, Om Prakash, Prakrit Prakash, Smita Wagholikar, Mita Mehta
    Lecture Notes in Networks and Systems, 2022
  • Artificial intelligence in financial services: a qualitative research to discover robo-advisory services
    Ankita Bhatia, Arti Chandani, Rizwana Atiq, Mita Mehta, Rajiv Divekar
    Qualitative Research in Financial Markets, 2021
  • Robo-advisory services in India: A study to analyse awareness and perception of millennials
    Arti Chandani, Sriharshitha S., Ankita Bhatia, Rizwana Atiq, Mita Mehta
    International Journal of Cloud Applications and Computing, 2021
  • Smart City: Artificial Intelligence in the City of the Future
    Arti Chandani, Om Prakash, Prakrit Prakash, Mita Mehta
    Advances in Geographical and Environmental Sciences, 2021
  • Use of social media by selected Indian private sector banks
    Arti Chandani, Rajiv Divekar, Shilpi Kaushik, Mita Mehta, B. Neeraja, Sanchari Debgupta
    International Journal of Public Sector Performance Management, 2021
  • A new model of practical spiritual intelligence for the leadership development of human capital in Indian Universities
    Chetan Jayant Prabhu, Mita Mehta, Anugamini Priya Srivastava
    Journal of Applied Research in Higher Education, 2020
  • Effect of leadership styles on corporate entrepreneurship: A critical literature review
    Organization Development Journal, 2020
  • The relationship between mobile phone & laptop use on physical well-being of college students in India
    Arti Chandani, Arzzan Daji, Ashray Sawhney, Mita Mehta, Tajamul Islam, Prakrit Prakash, B. Neeraja
    Indian Journal of Public Health Research and Development, 2019
  • A study of essential competencies for management students in India
    International Journal of Innovation Creativity and Change, 2019
  • Editorial
    International Journal of Public Sector Performance Management, 2019
  • A Working Paper on Use of Social Media by Selected Indian Public Sector Banks
    Arti Chandani, Akhilesh Singh Rathore, Rajiv Divekar, Mita Mehta
    1st International Conference on Data Science and Analytics Punecon 2018 Proceedings, 2018
  • A study to analyze the impact of the sub-prime crisis on IPOs
    Rakshita Dubey, Arti Chandani, Mita Mehta
    Economic Growth in Latin America and the Impact of the Global Financial Crisis, 2017
  • Corporate social responsibility in management curriculum - Stepping stone towards creating responsible managers
    International Journal of Applied Business and Economic Research, 2017
  • Composition of board's performance of public sector banks: A study with reference to corporate governance and financial performance
    Arti Chandani, Rajiv Divekar, Mita Mehta, B. Neeraja
    International Journal of Public Sector Performance Management, 2017
  • A review of anti-money laundering research across global economies
    International Journal of Applied Business and Economic Research, 2017
  • Trends in employee engagement practices in global and indian companies: A technique to curb attrition
    Mita Mehta, Arti Chandani, Nair Moksha, Chandran Parul
    Indian Journal of Science and Technology, 2016
  • Reverse logistic: A tool for a successful business
    B. Neeraja, Arti Chandani, Mita Mehta, M. Radhikaashree
    Smart Innovation Systems and Technologies, 2016
  • Employee engagement: A review paper on factors affecting employee engagement
    Arti Chandani, Mita Mehta, Akanksha Mall, Vashwee Khokhar
    Indian Journal of Science and Technology, 2016
  • Corporate Social Responsibility (CSR) where Indian pharma corporates stand - Study with reference to corporate governance practices and CSR characteristics in a low-pressure turbine engine
    Mita Mehta, Arti Chandani
    Indian Journal of Science and Technology, 2015
  • Banking on big data: A case study
    Arpn Journal of Engineering and Applied Sciences, 2015
  • Women CEOs and financial performance of banks: An empirical research of Indian private sector banks
    Management Croatia, 2014

RECENT SCHOLAR PUBLICATIONS

  • Periods, platforms and purchase: the role of social media influencers in shaping menstrual product choices
    M Mehta, P Saxena, N Thakuria, S Moid
    International Journal of Pharmaceutical and Healthcare Marketing 1 (16 … , 2026
    2026
  • AI-enabled self-regulated learning: reinforcing a proactive workplace culture–a viewpoint
    S Deshmukh, M Mehta
    Development and Learning in Organizations: An International Journal 39 (6 … , 2025
    2025
    Citations: 10
  • Harnessing technology for hope: a systematic review of digital suicide prevention tools
    P Sherekar, M Mehta
    Discover Mental Health 5 (1), 101 , 2025
    2025
    Citations: 6
  • Unveiling the dynamics of farmer producer organizations in India: a systematic review of status, challenges, and future directions
    S Patil, M Mehta, G Pancholi, A Saxena
    Humanities and Social Sciences Communications 12 (1), 1-17 , 2025
    2025
    Citations: 8
  • Reinventing Organisations: A Guide to Creating Organisations Inspired by the Next Stage of Human Consciousness
    SA Bhatawadekar, M Mehta
    LEARNING ORGANIZATION 32 (5), https://www.emerald.com/tlo/article/32/5 , 2025
    2025
  • Data Science Implementation for Social Empowerment
    S Ray, S Datta, S Mehendale, M Mehta
    Proceedings of Tenth International Congress on Information and Communication … , 2025
    2025
  • Decoding mobile payment application switching: insights from the Push-Pull-Mooring framework
    K Motwani, S Choubey, A Saxena, M Mehta, I Patni
    China Finance Review International 1 (21) , 2025
    2025
    Citations: 1
  • Entanglement of cultural diversity and future of work: thematic analysis
    MMA Saxena
    Cogent Arts & Humanities 12 (2) , 2025
    2025
    Citations: 2
  • Good, bad and ugly experiences of non-binary gender inclusion at the workplace to frame employee value proposition
    MM Jyoti
    Personnel Review 1 (Q1 , ABDC A) , 2025
    2025
    Citations: 7
  • Organizational resilience and sustainability: a bibliometric analysis
    M Mehta, G Pancholi, A Saxena
    Cogent Business & Management 11 (1), 2294513 , 2024
    2024
    Citations: 46
  • Anemia and Health—Study of Population Health
    K Yagnik, NA Mandir, M Mehta, S Verma
    Emerging Horizons: Business and Society in the Post-Pandemic Era … , 2024
    2024
  • IT professionals’ post-pandemic online learning: UTAUT model study
    SC Deshmukh, M Mehta
    Journal of Workplace Learning 36 (8), 709-728 , 2024
    2024
    Citations: 5
  • Ploughing New Ground: Exploring the Critical Traits of Leaders of Farmer Producer Organizations
    SPM Mehta
    Indian Journal of Extension Education 60 (4), 67-72 , 2024
    2024
    Citations: 4
  • Empowering Women Artisans in Madhubani Painting: Navigating Digital Challenges for Long-Term Viability
    N Singh, S Moid, M Mehta, P Saxena
    Vision: The Journal of Business Perspective , 2024
    2024
    Citations: 5
  • Artificial Intelligence in Human Resource Management for Improved Employee Engagement
    M Mehta, S Jadhav
    International Conference on Information and Communication Technology for … , 2024
    2024
    Citations: 3
  • Internet of Things and Its Application
    M Mehta, S Jadhav
    Lecture Notes in Networks and Systems ICT: Applications and Social … , 2024
    2024
  • Mental health matters: individual, organizational and leadership dynamics on employee mental wellness through organizational interventions
    PS Mita Mehta, Taniya Golani, Abhineet Saxena
    International Journal of Organizational Analysis 1 (1), 1 , 2024
    2024
    Citations: 5
  • A Bibliometric Analysis of Employee Withdrawal Behaviour: Current Status, Development, and Future Research Directions
    AJMM Garima Pancholi, Abhineet Saxena
    Journal of the Knowledge Economy 1 , 2024
    2024
    Citations: 3
  • Intellectual Development in Asset Liability Management: A Bibliometric Analysis of Financial Performance in Cooperative Bank Domains
    A Bhardwaj, A Saxena, G Pancholi, M Mehta
    International Conference on Information and Communication Technology for … , 2024
    2024
  • Identifying the dimensions of philanthropic CSR in the FMCG sector: agenda for the sustainability of business
    MM Vibha Soni, Priti Saxena, Sana Moid, Abhineet Saxena
    Corporate Governance 24 (3) , 2023
    2023
    Citations: 9

MOST CITED SCHOLAR PUBLICATIONS

  • Employee engagement: A review paper on factors affecting employee engagement
    A Chandani, M Mehta, A Mall, V Khokhar
    Indian Journal of Science and Technology 9, 1-7 , 2016
    2016
    Citations: 455
  • Review Paper – Study on Employee Retention and Commitment
    M Mehta
    International Journal of Advance Research in Computer Science and Management … , 2014
    2014
    Citations: 311
  • Artificial intelligence in financial services: a qualitative research to discover robo-advisory services
    A Bhatia, A Chandani, R Atiq, M Mehta, R Divekar
    Qualitative Research in Financial Markets 13 (5), 632-654 , 2021
    2021
    Citations: 166
  • Testing Herzberg's two factor theory on millennials
    N Bhatt, J Chitranshi, M Mehta
    Cardiometry, 231-236 , 2022
    2022
    Citations: 114
  • Digital innovation in wealth management landscape: the moderating role of robo advisors in behavioural biases and investment decision-making
    A Bhatia, A Chandani, R Divekar, M Mehta, N Vijay
    International Journal of Innovation Science 14 (3-4), 693-712 , 2022
    2022
    Citations: 111
  • Impact of online digital communication on customer buying decision
    R Samson, M Mehta, A Chandani
    Procedia Economics and Finance 11, 872-880 , 2014
    2014
    Citations: 101
  • Supply chain and logistics for the present day business
    B Neeraja, M Mehta, A Chandani
    Procedia economics and finance 11, 665-675 , 2014
    2014
    Citations: 68
  • Community engagement through responsible leadership in managing pandemic: insight from India using netnography
    M Mehta, H Sarvaiya, A Chandani
    International Journal of Sociology and Social Policy 42 (3-4), 248-261 , 2022
    2022
    Citations: 56
  • Organizational resilience and sustainability: a bibliometric analysis
    M Mehta, G Pancholi, A Saxena
    Cogent Business & Management 11 (1), 2294513 , 2024
    2024
    Citations: 46
  • Metaverse changing realm of the business world: a bibliometric snapshot
    MM Garima , Saxena
    Journal of Management Development 6 (https://www.emerald.com/insight/content … , 2023
    2023
    Citations: 35
  • Creativity and Innovation: Assurance for growth
    M Mehta, A Chandani, B Neeraja
    Procedia Economics and Finance 11, 804-811 , 2014
    2014
    Citations: 34
  • Effect of leadership styles on corporate entrepreneurship: a critical literature review
    VSM Mita
    Organization Development Journal 38 (2), 65-74 , 2020
    2020
    Citations: 32
  • A working paper on the impact of gender of leader on the financial performance of the bank: A case of ICICI Bank
    A Chandani, M Mehta, KB Chandrasekaran
    Procedia Economics and Finance 11, 459-471 , 2014
    2014
    Citations: 31
  • Corporate entrepreneurship and leadership theories: conceptual review
    S Verma, M Mehta
    Journal of Entrepreneurship in Emerging Economies 14 (5), 902-925 , 2022
    2022
    Citations: 23
  • Robo-advisory services in India: A study to analyse awareness and perception of millennials
    A Chandani, S Sriharshitha, A Bhatia, R Atiq, M Mehta
    International Journal of Cloud Applications and Computing (IJCAC) 11 (4 … , 2021
    2021
    Citations: 21
  • Banking on Big Data: A case study
    A Chandani, M Mehta, B Neeraja, O Prakash
    ARPN Journal of Engineering and Applied Sciences 10 (5), 2066-2069 , 2015
    2015
    Citations: 19
  • A new model of practical spiritual intelligence for the leadership development of human capital in Indian Universities
    CJ Prabhu, M Mehta, AP Srivastava
    Journal of Applied Research in Higher Education 12 (5), 957-973 , 2020
    2020
    Citations: 17
  • Effect of covid-19 consumer buying behaviour towards cosmetics: study based on working females
    MA Sharma, M Mehta
    Palarch’s Journal Of Archaeology Of Egypt 17 (9) , 2020
    2020
    Citations: 16
  • Empirical study of board and corporate governance practices in Indian corporate sector: Analysis of CG practices of ITC and ONGC
    MA Bajpai, M Mehta
    Procedia Economics and Finance 11, 42-48 , 2014
    2014
    Citations: 15
  • WOMEN CEOs AND FINANCIAL PERFORMANCE OF BANKS: AN EMPIRICAL RESEARCH OF INDIAN PRIVATE SECTOR BANKS
    ACDBN Dr. Mita Mehta
    Management 19, 231-246 , 2014
    2014
    Citations: 14