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

Abstract

PurposeBased 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/approachThis 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.FindingsThe 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/implicationsThe 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 implicationsA 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/valueThis research adds value to the transfer-adaptation dichotomy by presenting how institutional and cultural factors differently influence the transfer of respective HR practices.