P. Banerjee – författare

Under the waves of merger and acquisition, prevalent at the beginning of the 21st century, many multinational firms have to achieve several goals, sometimes in conflict, and so there is a great need to effectively manage the ever leaner and more divergent work force. The HRM function in multinational firms is developing to fulfil this need by helping firms to use the knowledge employees from all regions have of their tasks through human intelligence deployment. Contributors focus particularly on the challenges faced by firms with multinational subsidiaries, within which HRM systems have often been operating in very different ways, and they show that there is value in identifying and understanding those differing approaches. This book aims to help managers of multinational firms to deploy their staff more effectively and shows how human intelligence deployment may be the way to improve long term profitability of their firms if considered as part of a global HR strategy.

Human resource management performs a different function and operates very differently in Asia to its practice in the US and Europe. This volume demonstrates how human resource management is enacted in Asian countries, how it is changing in response to recent economic events, and how firms are linking indigenous and external human resource management learning. Examples are taken from firms in Japan, China, Korea and Thailand, and thes e domestic approaches are then considered in the context of joint ventures. As well as providing a detailed analysis of Asian human resource management, contributors with perspectives from both the East and the West show how multinational firms can incorporate Asian thinking and acting into a modern business strategy for successful human resource development in international ventures.

The management of intangibles in co-operation and competition engenders and encompasses a dynamic nexus of organizational learning, innovation and capabilities. This book contributes to an understanding and developing of the theory of intangibles. Contributions on theoretical proposals, empirical findings and case studies from Asia and Europe challenge the dominant Anglo-American paradigms and co-operation and competition are redefined in the light of Euro Asian experience on managing intangibles. The contributors are experts in the field of intangibles, knowledge management, and its applications in Asia and Europe. This book should be a valuable reference for managers seeking to broaden their understanding of intangibles management issues.

India has realised, later than many other nations, that in order to prosper in the new world economy it will need to successfully manage its knowledge assets.

The Indian software industry has rapidly grown over the past decade, most of this growth has been derived from exports to the US market. This book deals with business models, particularly as the way that the software model in India has evolved is unique.

As well as providing a detailed analysis of Asian human resource management, contributors with perspectives from both the East and the West show how multinational firms can incorporate Asian thinking and acting into a modern business strategy for successful human resource development in international ventures.

In early modern Europe, the circulation of visual and verbal transmissions of sati, or Hindu widow burning, not only informed responses to the ritualized violence of Hindu culture, but also intersected in fascinating ways with specifically European forms of ritualized violence and European constructions of gender ideology.

India has realised, later than many other nations, that in order to prosper in the new world economy it will need to successfully manage its knowledge assets. This book investigates the rise of entrepreneurship and knowledge management. It looks at the high tech sector, how it is at present and it's prospects for growth. It then goes onto analyse the effect that the knowledge economy will have on labour, business strategy and corporate restructuring and highlights the challenges that India will face, not least whether it can offer enough employment potential for 1 billion people.

The Indian software industry has rapidly grown over the past decade, most of this growth has been derived from exports to the US market. This book deals with business models, particularly as the way that the software model in India has evolved is unique. It focuses on manpower resources in the software industry and knowledge diffusion through job switching and how this impacts on business strategy. The book uses primary data obtained through interviews and surveys including input from company managers.