This article offers a conceptual framework to analyze the impact of human resource management (HRM) practices of foreign firms on Indian local companies, along two dimensions: influence and effectiveness. By focusing on US- and Japanese-HR practices, we conceptualize the varying degrees of influence and effectiveness foreign practices potentially have in the Indian context. Drawing upon the literature from international HRM and cultural perspective, we suggest that Indian HRM will be more influenced by US-style HR practices whereas HRM effectiveness will be more related to Japanese-style HR practices. Theoretical and practical implications of the propositions and directions for future research are discussed.

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Research on academic expatriation has rarely investigated the drivers of academic performance in a foreign cultural environment. This study focuses on research productivity as a crucial facet of performance and integral part of academic jobs. Drawing from the job demands-resources model, we position perceived organizational support and the number of doctoral students supervised as resources and teaching and service load as demands of self-initiated expatriate (SIE) academics' jobs. Most importantly, we suggest that being cross-culturally adjusted is a vital personal resource living and working in a foreign country and that cross-cultural adjustment moderates the effects of demands and resources. The analysis of combined survey and publication data from 208 SIE academics in natural sciences indicates that the number of doctoral students supervised increases research productivity, while teaching load reduces it. Moreover, findings show that cross-cultural adjustment amplifies the effects of demands and resources. The implications of these findings are discussed.

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Purpose Based on the international human resource management perspective, this paper aims to explore and explain the human resource (HR) practices of Japanese multinational companies (MNCs) operating in India. Design/methodology/approach This paper applies a qualitative methodology. The study is based on 17 semi-structured interviews that were conducted within the subsidiaries of 10 Japanese MNCs in India. Findings The respective HR practices are differently influenced by cultural and institutional factors. Cultural similarity, unique social context and the evolving labor market shape the HR practices of Japanese MNCs in the Indian context. Research limitations/implications The generalizability of findings might be limited because of the nature of methodology. Future research could collect additional qualitative data and conduct quantitative studies to test the findings of this research. Practical implications A unique combination of HR practices could be formed by addressing the changes in the local institutional environment and retaining the core philosophy of the parent company. Originality/value This research adds value to the transfer-adaptation dichotomy by presenting how institutional and cultural factors differently influence the transfer of respective HR practices.