Strategic Organizational Response of an Indo-Japenese Joint Venture to Indian's Economic Liberalization

The Indian economy began its liberalization process in 1991 under the structural adjustment program of the IMF and the World Bank. The structural adjustment program required India to deregulate in a phased manner, eliminate the license regime and to open its economy to foreign capital. With the opening of the economy, the Indian market has become intensely competitive and turbulent with the entry of greater foreign participation. This paper tries to build a conceptual model of strategic response through effective human resource management policies and practices within such a market environment. The article tries to understand this phenomenon from a contingency perspective through a single detailed case-study of an Indo-Japanese Joint Venture. Several issues relating to organizational redesign, effective corporate responses like organizational redesign, professional and employee oriented modes of management and a hybrid model of Indo-Japanese HRM interventions are discussed.Liberalization; Corporate response; Organizational design; Japanese management systems; Human resource management

Bracing Competition through Innovative HRM in Indian Firms: Lessons for MNEs

HRM plays a critical role and constructive role. How important is the involvement of HRM in strategy development and implementation under hyper-competitive environment? HRM occurs at all levels of organizations and increasingly, outside organizations as organizations manage relationships with external stakeholders. This article shows how innovative HRM practices are being adopted by Indian firms to brace competition in the post liberalization scenario. The article discusses the need for new skills, new policies and innovative HRM practices.HRM; Innovation; India

Internally Displaced Persons in Nepal

Occasional Papers in Sociology and Anthropology - Peace and Democracy in South Asia, Volume 1, Issue 2, 200