Human resource management practices of Japanese companies in India: dealing with the transfer-adaptation dichotomy

Abstract

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.

The transfer of HRM practices from emerging Indian IT MNEs to their subsidiaries in Australia: The MNE diamond model

“…In particular, global standardisation versus local adaptation of subsidiary HRM practices has been a central issue in the literature on HRM in MNEs (Festing, Knappert, Dowling & Engle, 2012, Pudelko & Harzing, 2007. The majority of these debates, however, have looked at investigating MNEs from developed countries with subsidiaries in developing countries (Chen, Lawler & Bae, 2005;Colakoglu, Allen, Miah, & Bird, 2016;Fan, Xia, Zhang, Zhu & Li, 2016;Ferner, 2009;Fey & Bjorkman, 2001;Glover & Wilkinson, 2007;Kuhlmann, 2012;Lovett, Perez-Nordtvedt & Rasheed, 2009;Maharjan & Sekiguchi, 2017). A smaller stream of research has examined the HRM practices of MNEs from emerging economies (EMNEs) operating their subsidiaries in developed countries (Adams, Nyuur, Ellis, & Debrah, 2017;Chang, Mellahi & Wilkinson, 2009;Fan et al, 2013;Geary, Aguzzoli & Lengler, 2017;Gomes, Sahadev, Glaister, & Demirbag, 2015;Thite, 2015;Thite, Wilkinson & Shah, 2012;Ying Chang, Wilkinson & Mellahi, 2007).…”

Personality traits and expatriate adjustment in Malaysia

“…However, with few exceptions (Maharjan and Sekiguchi, 2017), the majority of studies investigating the relationship between personality traits and CCA, including those focussing on the Asian context, have been conducted in largely monocultural settings, or at least on the implicit assumption of a single societal culture within the host country. In other words, there has been what Shenkar (2001) calls an “assumption of homogeneity” within the literature.…”

The power of two-sided platforms to disseminate resistant innovations

“…The chance to rely on a strong network, also represented by the employees, through their relationship, increase the effectiveness and efficiency of these companies (Pedersen et al , 2019). This needs to take into account the peculiarity of a single country (Maharjan and Sekiguchi, 2017).…”