What drives adoption of innovative SHRM practices in Indian organizations?

Is internationalization associated with investments in HRM? A study of entrepreneurial firms in emerging markets

“…More recently, in post-independence India, industrial relations that focused on maintaining employment-income protection and industrial peace have been valued (Budhwar, 2003;Frenkel & Kuruvilla, 2002;Ramaswamy & Schiphorst, 2000;Sakar, 2007). With the advance of globalization, the influences of India's historical traditions remain but are now subject to the push of international competitive pressures and to the pull of international HR standards (Pio, 2007;Som, 2007).…”

“…Understanding how internationalization motivates small firms in emerging markets to invest in HRM practices provides insight into the impact of trade liberalization around the world. Strong evidence exists that internationalization is a catalyst for organizational change and adopting new business practices (Hendry, 1996;Som, 2007). Research has shown that HR practices around the world are spread through trade (Zeynep, 2005), joint ventures (Yan, 2003), and multinational operations (Ferner, Quintanilla, & Varul, 2001).…”

A comparison of international HRM practices by Indian and European MNEs: evidence from Africa

“…Saini and Budhwar 2008;Som 2007;Rao 2007), but only a few recent studies compare the HRM practices of Indian and foreign firms (cf. Budhwar and Khatri 2001;Khavul et al 2011;Som 2012).…”

Human resource management practices of manufacturing and engineering organisations in India: Lessons for the developing world

“…In fact, it has been noted that most human resource frameworks tend to be isolationistic in approach, when research on the other hand show that organisational work practices are bettered from an integrated standpoint, as adoption of one HRM practice is effective when done in combination with one or more other HR practices (Som, 2007). That the different perspectives of HR are giving the field a foggy dimension has been aptly demonstrated by amongst others (McGuire and Cseh, 2006;Grieves and Redman, 1999;Evarts, 1998) to name a few.…”

“…Thus, though seemingly disjointed, they have the general effect of bringing about maturity in the manner in which work is done, at least in the narrow precincts of their disciplines. It therefore becomes highly probable that when a couple of these find simultaneous application in an organisation, a nearly holistic effect can be realised (Som, 2007). 5-S, for instance, has been observed to be pivotal to Kaizen, a fitting prelude to total productive maintenance, providing a framework within which ISO standards can be built on, and, invariably, leads towards TQM (Warwood and Knowles, 2004).…”