Purpose -This paper aims to study how knowledge management (KM) practices are carried out in learning organisations. It seeks to find out; how learning organisations carry out KM practices and whether there are any specific KM attributes that differentiate high learning organisations from low learning organisations.Design/methodology/approach -The research is carried out in two information technology (IT) organisations. Qualitative data obtained from these two organisations are analysed using the grounded theory approach.Findings -Four themes of KM process emerged after the data were subjected to grounded theory analysis. These are: knowledge creation, knowledge sharing, knowledge up-gradation, and knowledge retention. The two sample organisations were compared on these dimensions. Two concepts emerged from this comparison, namely, knowledge enablers and knowledge inhibitors.Originality/value -The paper attempts to find out the pattern of KM systems in two learning organisations (high learning and low learning). The findings shed some light on different themes of KM existent in low and high learning organisations and how they differ in their KM attributes.

Purpose -The purpose of this paper is to study the validity of the concept of learning organization through the use of the Dimensions of Learning Organization Questionnaire (DLOQ) in an Indian public sector organization. Literature on learning organizations was reviewed to ascertain the sample organization's progress toward becoming a learning organization. The current research also tries to explore the relationship (if any) between learning organization dimensions and organizational performance. Design/methodology/approach -The study employed a survey method for collecting data from 204 respondents from the sample organization. The data were statistically analyzed and interpretations were made. Findings -The study reveals that the sample organization scores high on the various learning organization dimensions (seven dimensions of DLOQ), which in turn impact knowledge performance and financial performance. Learning organization practices and processes are prevalent in the sample organization and it is progressing well toward its vision of becoming a learning organization (mentioned in its HR vision).Research limitations/implications -The data for the study were collected from a single sample organization. Hence, any sweeping generalization of the results needs to be made with caution. Originality/value -This research demonstrates the impact of the four levels of specific learning organization dimensions on its knowledge and financial performance in the context of an emerging country like India.

Purpose – Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in managing human resources (HR) in international businesses. The purpose of this paper is to understand how MNCs can successfully do business in India, with special reference to cross-cultural issues and management of HR. Design/methodology/approach – In-depth interviews were conducted with executives working in MNCs and Indian MNCs based in India and abroad. Respondents were senior professionals, working in diverse sectors and had global work experience for about five years. Majority of the interviews were conducted in Delhi and some were conducted in Singapore. Interviews responses were qualitatively analysed. Findings – Findings reveal that MNCs wanting to do business in India need to have a long-term business focus, a well-defined expatriate policy and deep pockets to experience growth and payoffs on investments. In order to be successful, they need to understand India culturally and geographically, build trusting relationships with HCNs, partner with local players who are familiar with domestic challenges and localize the best practices of the west. Attrition and retention being the major challenges in India, compensation alone is not enough to attract and retain talent. Understanding Indian psyche and offering individuals a unique value proposition such as challenging roles and professional growth is imperative for creating an attractive employer brand in order to win the war for talent. Research limitations/implications – Though sample size is small, this research has implications for MNCs operating in India or planning to set up Indian operations. Originality/value – Inferences have been drawn out of primary data collected from senior executives who were handling core MNC operations and sharing their wealth of experience. The findings give fresh insights into the whole issues of MNC management involving cross-cultural and HR issues.

PurposeThe purpose of this paper is to assess cognitive, affective, and behavioral reactions of employees to merger and acquisition (M&A) situations.Design/methodology/approachThe paper reports responses of 225 managers of four banks that have gone through mergers (two merger cases), recently in India. Data are collected on a structured questionnaire containing standard scales of leader‐member exchange (LMX), leader communication and employees' reactions to M&As. The psychometric properties of the measures are established before testing the hypotheses.FindingsResults show that affect mediates the relationship between cognitive and behavioral reactions to M&A. Leader communication fully mediates the relationship of the contribution dimension of LMX with cognitive reactions.Research limitations/implicationsThe results have implications for using LMX and communication with the leader in M&A situations. Though, single source data may be a limitation but primary data from real‐life M&A situation is strength of the paper.Originality/valueThe study offers insight into the affective, cognitive and behavioral reactions of employees to merger and acquisition situations.

Purpose The purpose of this paper is to develop and test a career-orientation and employability-focused model in the Indian context in order to understand: factors influencing employability of graduates factors influencing expected salary gain. Design/methodology/approach The researchers adopted a quantitative method using a two-wave survey with a sample of MBA graduates from two prominent business schools in India. The total sample size for Wave I was 250, while for Wave II it was 161. The model was tested via hierarchical regression with MBA contribution as a moderator. Findings Results indicate the relevance of protean career orientation (PCO) to reaching career outcomes such as employability, with MBA contribution as a moderator. Practical implications The study provides a new perspective that would enhance graduates’ employability. This makes it relevant for both individuals and higher education institutions as it will help both individuals and higher education institutions to attain competitiveness at the national level. Originality/value The career theory was extended to the diverse socio-cultural and economic context of India, representing the BRICS economy.