The first paper, �Towards a Theoretical Framework for Organizational Surveillance� by Diya Das, highlights the role and importance of the control function of management in the form of organizational surveillance. The author proposes a theoretical framework of a comprehensive understanding of organizational surveillance based on literature review and various theoretical perspectives. The study examines organizational surveillance as; what is being monitored and who is monitoring. Based on the above questions, the author classifies organizational surveillance as supervisory, team and electronic. The author has investigated the impact of organizational surveillance as a control mechanism and its impact on job satisfaction and resistance. Further, various organizational and individual level factors have been highlighted as important in facilitating the relationship between organizational surveillance and job satisfaction, and organizational surveillance and resistance. The study contributes significantly not just to building the literature on organizational surveillance, but also to addressing a very important issue of control in the form of surveillance. The authors have made propositions that can be tested further in various sectors that raise interesting questions such as: How much is too much when it comes to organizational surveillance? Do different generations vary in terms of their perception towards organizational surveillance? What are the forms of organizational surveillance that companies need to adopt for healthy employee attitude and behavior?

The second paper, �Linkages Between Culture (National, Organizational and Professional) and Total Reward Expectation of Employees: A Conceptual Framework� by Gagandeep Kaur and RRK Sharma, has developed a theoretical framework that establishes a relationship between culture (organizational, national and professional) and total reward expectations of employees of the particular culture. Based on literature, the authors propose that culture at all levels�national, organizational and professional�has an impact on various reward expectations such as immediate cash, or in the form of pensions, skill-based plans, ESOPs, etc. The paper is interesting as it takes into account culture at various levels and proposes a framework that highlights the important role of culture in designing various reward programs.

The third paper, �Educational Leadership Styles Scale (ELSS): Construction, Validation and Reliability Analysis� by Jacqueline Kareem and Harold Andrew Patrick, develop and validate a scale for measuring educational leadership style. The literature on management in education is experiencing a rapid growth with the realization by scholars that given the context, we can expect differences in findings that are distinct to education. Likewise, the current paper contributes significantly to the existing literature in education management by validating a construct of educational leadership style. The authors have based the conceptualization on existing leadership styles, and relying on basic styles of transactional and transformational leadership styles, the authors have developed and validated the scale. As the scale has been validated in the Indian context, it contributes to the growing literature in education in the Indian context.