Journal of Advanced Research in Corporate Governance and Leadership Practices in the Digital Age

Corporate Governance and Leadership in the Digital Age: A Comprehensive Review of Digital Transformation, Risk Management, and Stakeholder Engagement

Ashok Thampy — 2026-04-09

Corporate governance and leadership practices have undergone profound transformation in the digital age, driven by rapid advancements in technologies such as artificial intelligence, big data analytics, cloud computing, and digital platforms. These technological shifts have redefined organizational structures, decision-making processes, and stakeholder interactions, requiring firms to adopt more adaptive and forward-looking governance frameworks. This review examines the evolving role of corporate governance and leadership in navigating digital transformation, with a particular focus on risk management, innovation, and stakeholder engagement.
Drawing on recent literature, the study synthesizes key insights on digital governance mechanisms, cybersecurity frameworks, and emerging leadership models that emphasize agility, strategic vision, and technological competence. It highlights how effective governance structures and leadership practices enhance transparency, accountability, and organizational resilience, enabling firms to respond proactively to dynamic market conditions and technological disruptions. At the same time, the review addresses critical challenges, including data privacy concerns, cybersecurity risks, regulatory compliance complexities, and ethical implications associated with digital decision-making.

Digital Transformation in Corporate Governance and Leadership: A Comprehensive Review of Emerging Frameworks, Risks, and Strategic Practices

Nandini Darsi — 2026-04-09

Digital transformation has fundamentally reshaped corporate governance and leadership practices, driven by rapid advancements in technologies such as artificial intelligence (AI), big data analytics, cloud computing, and digital collaboration platforms. These technological innovations have expanded the role of corporate governance beyond traditional oversight and compliance functions, integrating data-driven decision-making, innovation management, and digital risk mitigation into organizational strategies. Simultaneously, leadership practices have evolved to address the complexities of managing virtual teams, dynamic digital ecosystems, and real-time decision processes, requiring leaders to balance technological proficiency with strategic vision and ethical judgment.
This review critically examines emerging governance frameworks, leadership strategies, and risk management practices that organizations are adopting in the digital era. It highlights how digital governance enhances transparency, accountability, and stakeholder engagement by leveraging real-time data, predictive analytics, and collaborative platforms. At the same time, it identifies the challenges and risks introduced by digitalization, including cybersecurity threats, regulatory compliance complexities, data privacy concerns, and ethical considerations surrounding AI and automated decision-making.

HRD in Indian Business: What They Do Now and What They Want to Do

V Basil Hans — 2026-04-09

Human Resource Development (HRD) in Indian industry has experienced substantial transition due to globalisation, technological progress, and changing workforce expectations. This article looks at how HRD is done in different industries in India right now. It talks about things like training and development programs, performance management systems, employee engagement efforts, and leadership development frameworks. Innovative methods like digital learning platforms, competence mapping, and data-driven talent analytics are changing the way traditional HRD tactics work. The study finds best practices that improve employee skills, motivation, and the performance of the business by looking at case studies and trends in the industry. The findings highlight the essential function of HRD as a strategic catalyst for competitive advantage in the swiftly evolving Indian industrial environment, providing guidance for both practitioners and policymakers aiming for sustainable workforce development.

A Secondary Study on the Role of Generative AI in Enhancing GST Compliance Efficiency among MSMEs in Gujarat

Nikhil Valand — 2026-04-09

The introduction of the Goods and Services Tax (GST) in India aimed to simplify the indirect tax system and improve transparency. However, compliance with GST regulations remains a significant challenge for Micro, Small, and Medium Enterprises (MSMEs), particularly in regions such as Gujarat. This secondary research paper examines the potential of Generative Artificial Intelligence (AI) in enhancing GST compliance efficiency among MSMEs by analyzing existing literature, industry reports, and government publications.

The study identifies key challenges faced by MSMEs, including complex filing procedures, invoice mismatches, Input Tax Credit (ITC) reconciliation issues, and frequent regulatory updates. These challenges often result in increased compliance costs, errors, and operational inefficiencies. The paper explores how Generative AI, as an advanced form of artificial intelligence, can address these issues by automating tax-related processes, improving data accuracy, and providing real-time insights.

Through a comprehensive review of secondary data, the research highlights the capabilities of AI-driven tools in invoice processing, anomaly detection, tax classification, and compliance reporting. Additionally, the study evaluates the benefits of AI adoption, such as reduced manual workload, improved accuracy, faster filing processes, and enhanced decision-making capabilities.

However, the paper also identifies barriers to adoption, including high implementation costs, lack of digital awareness, and data security concerns among MSMEs. The findings suggest that while Generative AI has significant potential to transform GST compliance, its successful implementation requires supportive policies, affordable solutions, and increased technological awareness. This study contributes to the growing body of knowledge on AI-driven business transformation in the MSME sector.

Leasing Models for Three-Star Hotels and Resorts: The Nature of its Collaboration with Cooperative Tourism

Dr.Muhammed Anas.B — 2026-04-09

The hospitality industry has undergone transformative changes driven by globalization, evolving consumer expectations, technological advancements, and the growing emphasis on sustainable development. Within this context, three-star hotels and resorts play a pivotal role, providing quality services at accessible price points for a diverse range of travelers. Leasing has emerged as a key operational and management model in the sector, facilitating professionalization, expansion, and efficient resource utilization. Concurrently, cooperative tourism societies—organizations founded on collective ownership, democratic governance, and community participation—have increasingly demonstrated their potential as innovative actors in hospitality management, particularly in promoting sustainable practices and local economic empowerment.

This study investigates the leasing models applicable to three-star hotels and resorts, with a specific focus on arrangements involving cooperative tourism societies. By integrating theoretical insights, empirical evidence, and relevant case studies, the paper explores the mechanisms, benefits, and challenges of such leasing structures. The analysis highlights how cooperative tourism societies, when effectively integrated into leasing arrangements, can enhance socio-economic development, foster community engagement, and promote sustainable operational practices in the mid-scale hospitality sector.