COVID-19 dynamics across India

New research published in the International Journal of Indian Culture and Business Management, has looked at the non-pharmautical interventions that were used during the lockdown of the COVID-19 pandemic.

Rohit Sindhwani, Venkataramanaiah Saddikuti, and Omkarprasad S. Vaidya of the Indian Institute of Management Lucknow, explain that the exponential thread of a potentially lethal infectious disease requires a strong response from those in authority if the impact is to be limited in any way. The team has modelled the response and effects of the pandemic on ten of the worst affected states in India to see if there are any state-specific dynamics. The modelling gives them a dynamic reproductive number for the virus and its spread. Such dynamics might offer clues as to how best to deal with re-emerging waves of infection or the development of a future pandemic. Importantly, the team’s study reveals the importance of understanding the heterogeneities that exist between different places, which can help to highlight what measures are useful and what measures fail.

At the time the work was undertaken, the strongest message that is offered is that in terms of non-pharmaceutical interventions, regular personal testing and self isolation, social distancing, and ongoing personal hygiene measures, such as wearing a face covering and hand-washing should be continued. Critically, it is important to identify super-spreaders and to counter the impact they might have on the development of new waves of infection.

Given that India is the second most populous country in the world, it is important for a huge number of people that science understands very clearly how pandemics unroll across the sub-continent. There are, of course, implications for its citizens, its near neighbours, and the whole world.

Sindhwani, R., Saddikuti, V. and Vaidya, O.S. (2021) ‘Transmission of SARS-CoV-2 in Indian states during lockdown: incorporating heterogeneity and non-pharmaceutical interventions’, Int. J. Indian Culture and Business Management, Vol. 23, No. 4, pp.490–521.