PurposeThe purpose of this article is to examine the role of human resource capability (HRC) in organisational performance and sustainable competitive advantage (SCA) in Indian global organisations.Design/methodology/approachTo carry out the present study, an empirical research on a random sample of 300 line or human resource managers from nine Indian and foreign global organisations, from New Delhi (the National capital region of India) is carried out. The principal research method employed included the sample and measurements tools, and data analysis concerning the human resource capabilities for organisational performance and sustainable competitive advantage by using SPSS package 12.FindingsThe findings of the study reveal that human resource capabilities are positively correlated to organisational performance. Furthermore, human resource capability was found to be a significant predictor of sustainable competitive advantage.Research limitations/implicationsMore samples from different Indian companies, especially middle and small scale industries, can enrich the current study.Practical implicationsThis study contributes to the existing theory about the strategic importance of human capital for organisational performance and sustainable competitive advantage from resource‐based view of the firm in the Indian context.Originality/valueThe study will contribute to the understanding of Indian human resource management (HRM) as an imperative for strategic HRM and international human resource management. Business organisations will get an insight into the Indian business scenario and can chalk out their strategic policies and human resource planning with this perspective.

PurposeThe purpose of this study is to analyze the role of organizational learning and strategic human resource management (HRM) in sustainable competitive advantage.Design/methodology/approachTo carry out the present study, the survey method has been used. The empirical research was done on a random sample of 300 line or human resource (HR) managers from nine Indian and foreign global organizations, chosen purposefully from New Delhi (the national capital region of India). Percentages, means, cross tabulation, Pearson's correlation, one‐way analysis of variance, inter‐item analysis and Cronbach alpha were used for data analysis using SPSS package 10.FindingsThe study reveals that there is a positive relationship between organizational learning, strategic HRM and sustainable competitive advantage.Research limitations/implicationsLarge samples from different Indian companies, especially middle‐ and small‐scale industries, and longitudinal studies with qualitative and quantitative research design can strengthen the current study.Practical implicationsThe study recommends that work‐based learning strategies and HR interventions involving people can help in developing strategic capabilities for sustainable competitive advantage.Originality/valueNo empirical work has been carried out to study organizational learning, strategic HRM and sustainable competitive advantage in an Indian context. The present study was thus undertaken to study their relationship for sustainable competitive advantage. The study is going to be of immense importance not only for the management field, but also for the corporate world to know what is happening in India in the HRM and organizational learning field and to chalk out their strategic policies and HRM with this perspective.

Purpose-The purpose of this paper is to show that the role of organizational learning is increasingly becoming crucial for organizational performance. Based on the study of three Indian global firms operating in National Capital Region of Delhi, India, this study explores the correlation of organizational learning with organizational performance in the Indian scenario. Design/methodology/approach-The sample of the study comprised of three Indian global organizations chosen through purposive sampling technique. A total of 100 senior managers were interviewed from these firms, out of which 72 were HR and 28 were line managers. The data collected from these managers were analyzed using SPSS 12 version. Findings-The paper finds that the organizational learning, which largely gets reflected through HRM activities, has a positive correlation with organizational performance. Research limitations/implications-The paper shows more samples from private, public and governmental Indian organizations could have made the study more interesting and would have presented Indian scenario better. Originality/value-This paper will be useful to MNCs/global business organizations looking for investing and expanding in India, besides contributing to the understanding of organizational learning and organizational performance in Indian firms in present day global economic context.