Abstract
Little has been reported to date on human resource aspects of international joint ventures (IJVs) between Australia and India. On the basis of nine case studies, this paper examines the influence of HR practices on selecting the IJV as an entry strategy to invest in India and the role of efficient HR management in ensuring IJV success. The case findings suggest that there is a very moderate HR-related influence on the entry mode decision, whereas HR management plays a significant role in IJV success. The paper also identifies several HR issues in relation to Australian-Indian joint ventures which emerged during the study.
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