PurposeThe primary purpose of this research paper is to understand the role of national cultural dimensions on e‐learning practices in India. India is considered a major player in the world economy today. US multinationals are significantly increasing their presence in India and understanding cultural preferences will help global companies transition better.Design/methodology/approachThis conceptual paper uses the national cultural dimensions of the global leadership and organizational behavior effectiveness project, which is identified as the most topical theoretical framework on culture. The national cultural scores are used to develop hypotheses for specific cultural dimensions. Examples from the literature are also used to strengthen the proposed hypotheses.FindingsThis research proposes that national cultural dimensions of power distance, uncertainty avoidance, in‐group collectivism, and future‐orientation influence e‐learning practices. This study distinguishes between synchronous and asynchronous methods of e‐learning and the role of culture on the same. Future research can definitely empirically test the hypotheses proposed.Practical implicationsThis study provides strategic implications for multinationals with a guide sheet identifying the role of the various cultural dimensions on e‐learning. The suggested strategies can be implemented by multinationals in other countries with similar national cultural dimensions also.Originality/valueThis research also proposes a theoretical e‐learning model identifying the impact of national cultural dimensions on e‐learning practices. This research also provides practitioners a strategic implications model that could be implemented for e‐learning initiatives in multinationals.

Purpose The purpose of this paper is to understand the challenges international students face during their higher education in the USA. This research study was conducted at a private university in the Eastern region of the USA from October 2012 through May 2013 (Fall and Spring semesters) with undergraduate and graduate international students. International students for this study are defined as those students who are on an international student visa status (F1). Design/methodology/approach This research adopts an online survey method to understand the challenges international students encounter in a single university. A total of 111 students responded providing a response rate of 33 percent. The results were analyzed using frequencies and percentages. Findings The findings of this study suggest that the primary learning challenges of international students are inadequate writing skills, non-participation, and comprehension abilities. The predominant learning needs are writing academic papers, enhancing class participation, and having local mentors. The students recommend that professors offer detailed feedback, encourage nurturing environments, and provide informal feedback for assignments. The preferred pedagogies are class lectures, class discussions, and individual assignments. Practical implications This study provides implications for both faculty and administrative staff in managing international students better. Originality/value This paper provides a holistic picture of the challenges international students face during their higher education in the USA. Most of the research on this population focuses only on one of the elements addressed in this research. The results of this empirical study will help guide both local faculty and global academic institutions in understanding this student population better.

Purpose -The purpose of this paper is to examine the role of national cultural dimensions on staffing practices in Mexico -a major player in Latin America. US multinationals are increasing their presence in Mexico and staffing practices seem to be a great challenge. Design/methodology/approach -This conceptual paper uses the national cultural dimensions of the GLOBE project, which is identified as the most topical theoretical framework on culture. The national cultural scores are used to develop hypotheses for specific cultural dimensions of power distance, uncertainty-avoidance, in-group collectivism, gender egalitarianism, and performance-orientation. Examples from the literature are also used to strengthen the proposed hypotheses. Findings -This research identifies staffing practices such as internal recruitment, personal references, succession planning, psychometric tests, and elaborate bio-data associated with these cultural dimensions. Also, certain staffing practices, such as e-recruitment and panel interviews, are not very predominant in the Mexican culture. Research limitations/implications -Future research can empirically test the hypotheses proposed.Practical implications -This study will help multinationals understand why Mexican organisations use certain staffing practices and how multinationals can adapt to these culturally bound practices. Originality/value -While staffing studies usually look at power-distance, uncertainty-avoidance, and collectivism as predictors for staffing, this paper has included cultural dimensions, such as performance-orientation and masculinity-femininity as predictors for staffing practices. This study also proposes a staffing model identifying staffing practices to the cultural dimensions.

Purpose The purpose of this paper is to examine human resource management (HRM) practices of the top 25 companies identified as “best” in India in 2011. This paper provides insights into HRM practices of a leading country in Asia that is playing a very important role in the global economy. Design/methodology/approach This conceptual paper will use for its research analysis the business reports of the Outlook Business Magazine and AON Hewitt. AON Hewitt is a global human resource consulting company and is an established authority in identifying “best” companies in India since 2004. A qualitative content analysis was done of the business report to identify predominant themes. Findings The analysis identified how the “best” 25 Indian companies offer progressive HRM practices that required careful investment and collaboration. This research showcases seven specific HRM themes that include elaborate staffing, investment in learning, work–life balance, egalitarian practices, developmental performance culture, generous benefits and engagement initiatives. Practical implications This paper provides preliminary guidelines for global practitioners who may be interested in doing business in India. It also provides a model of “best” HRM practices adopted by 25 companies that could help other organizations identify successful HRM practices in India. Among the 25 companies, 16 are Indian companies and 9 are subsidiaries of multinationals. Originality/value This paper outlines HRM “best” practices of organizations in an emerging Asian economy that has not been addressed before. This paper hopes to bridge this paucity in the extant literature by showcasing the “best” HRM practices from 25 “best” companies in India. It also provides an Indian model of “best” HRM practices that can be tested by other scholars for future studies.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This research paper aims to showcase current knowledge management (KM) practices via social media that is being adopted by organizations in India and China. India and China are considered leading economies in today's global market. Any understanding of management practices in these countries will help practitioners in doing businesses in these nations. Design/methodology/approach -This conceptual paper analyzes KM practices in India and China using an in-depth analysis of the extant literature to provide a comparative perspective of KM policies in these two economies. This paper has used a wide range of scholarly and non-scholarly databases from ABI Global Inform to Business Source Complete to Google Scholar among others. Findings -This research offers valuable insights into characteristic KM trends followed by Indian and Chinese firms. This paper also highlights different approaches adopted by these two cultures in managing their KM practices. The study also provides hypotheses that can be tested by potential scholars. This paper also offers theoretical models to understand this concept better. Practical implications -This paper also provides implications for practice by identifying guidelines for global managers. These frameworks might serve as preliminary parameters for practitioners planning to establish KM practices in India and China. Originality/value -This paper compares and contrasts KM practices in one of the two largest BRIC (Brazil, Russia, India and China) economies which have not been addressed in the literature before. It also combines two theoretical frameworks from different fields (information technology and human resource management) providing a richer viewpoint on the subject.