Organizational response through innovative HRM and re-design: a comparative study from France and India

Abstract

This paper explores some of the major developments in cross-national, comparative studies of multi-national enterprises (MNEs) through qualitative research in human resource management (HRM) and then highlights the need for more such studies. With exploratory case study methodology, this study tries to understand the role of innovative HRM practices during organizational re-design in France and India. It highlights the necessity of context and builds on with the results of four longitudinal case studies in two industries, namely cement and automobile, in France and India, which attempted to operate in a competitive business environment. The results emphasize that given the context, amidst the backdrop of liberalization, a crucial challenge facing organizations is their ability to respond and manage re-designing their organizations while embracing integrative and innovative human resource (HR) mechanisms that cement these changes. The research setting of two countries helps to dig deeper into the mechanisms that shape innovative HR policies and practices. The article proposes and contributes to the contingency theory and to cross-national, comparative MNE literature.