Human Capital in the Indian IT / BPO Industry analyses human capital management in the Indian information technology (IT) and business process outsourcing (BPO) industry, which has created a new paradigm for organising global talent engaged in designing and delivering IT and BPO services.

This book analyses a collection of key strategic human resource management (HRM) and employment relations (ER) topics. The book follows a unique pedagogical design employing problem-based learning and participant-centred learning approaches, both of which the author has extensive experience in implementing with post-graduate learners. The book also prepares the learner to use these approaches, and has resources for the instructor. The first part of the book provides a very focussed research commentary highlighting the key theoretical approaches in HRM and ER. The second part offers details of the design and implementation of strategic HRM and ER practices. The third part features a selection of contemporary research-based case studies that bring to life the debates and tensions inherent in the field of strategic HRM and ER.

The global impact of so-called ‘offshoring’, including of information technology (IT) and related services, continues to be a topic of great interest to academics, practitioners and policy makers. The Indian IT industry has sustained high levels of growth in revenues and employment since the late 1980s. Even following the global financial crisis and meltdown in 2008, the industry has reported growth, albeit at a lower rate. Furthermore, the high rates of technological change and increased competition has forced businesses and managers to be innovative and create new business models. This book examines how managers and entrepreneurs in the Indian IT industry have explored and exploited human capital opportunities at various stages of the industry’s evolution to create innovative human resources (HR) practices and new business models. Based on extensive academic research and deep reflective practitioner accounts, this collection presents expert content, views and a coherent picture of the challenges and changes in the Indian IT industry and analyses how the industry has remained competitive in a constantly changing environment. This book will appeal to researchers, students and practitioners, particularly in the fields of human resources and strategic management.

This book analyses managerial responses and people management strategies and processes adopted to deal with the challenges imposed by the Global Financial Crisis (GFC). It examines how key actors in the system exercised strategic choices in a given strategic environment, as well as how they responded and developed strategies in this globally integrated industry, in an emerging market context. The book focuses on the nature of strategic choices available to firms in the Indian information technology (IT) and knowledge and business process outsourcing (K and BPO) industry. It looks at how these Indian firms in the IT industry exercise their strategic choices to deal with their routine business and how these routines were changed through learning and investment in certain HR and management practices in times of crisis. Additional insights from other national and industry contexts are also provided for wider coverage of how the GFC-affected organisations frame their responses to deal with it. The book examines the changes in the human resource processes and how organisations adjust their operant business models to deal with the pressures brought about by the crisis.

This book analyses managerial responses and people management strategies and processes adopted to deal with the challenges imposed by the Global Financial Crisis (GFC). It examines how key actors in the system exercised strategic choices in a given strategic environment, as well as how they responded and developed strategies in this globally integrated industry, in an emerging market context. The book focuses on the nature of strategic choices available to firms in the Indian information technology (IT) and knowledge and business process outsourcing (K and BPO) industry. It looks at how these Indian firms in the IT industry exercise their strategic choices to deal with their routine business and how these routines were changed through learning and investment in certain HR and management practices in times of crisis. Additional insights from other national and industry contexts are also provided for wider coverage of how the GFC-affected organisations frame their responses to deal with it. The book examines the changes in the human resource processes and how organisations adjust their operant business models to deal with the pressures brought about by the crisis.

Providing evidence of the role of human capital on innovation in the Middle East, this edited collection closely examines the unique nature of the workforce in this region. It highlights the challenges that the United Arab Emirates faces in becoming more globally competitive, with emphasis on its unique socio-cultural context and a rapidly changing institutional set up. Filling a growing need for research – particularly in the context of the UAE’s ambition to become one of the world’s most innovative countries – the authors address six main themes: happiness; employee incentives; the restructuring and integration of employees; inclusion and diversity; employer and nation branding; and human capital and innovation. This book examines the global best practices firms in the UAE need to adopt in order to overcome weaknesses, setting an agenda for future research in the context of human capital and human resource management for the UAE.

The second title in the Palgrave Studies in Global Human Capital Management series, this book explores how human capital contributes to innovation within the context of an inter-connected and globalized world. Investigating globalization as a phenomenon reflected within increasing cross-border flows of goods, services, know-how and talent, Human Capital and Innovation: Examining the Role of Globalization illustrates various facets of innovation at individual, team and organizational level. It highlights the influence of new economic realities, such as technological advances and the rise of emerging economies, on human capital and innovation.

Scholars agree that change has become a staple in organizational life and will likely remain as such beyond the 21st century. As the rate of change continues to accelerate, organizations must strive to develop and implement new initiatives in order to obtain significant benefits to organizational survival, economic viability, and human satisfaction. Organizational Change Management Strategies in Modern Business covers the most important elements of change management as well as the difficulties and challenges that organizations have faced when implementing change. In sampling different disciplines relevant to topics such as resistance to change, mergers and acquisitions management, leadership, the role of human resource strategies, and culture, this reference work is a useful resource for academics, professionals, managers, administrators, and others interested in organizational change.

This book offers an in-depth and recent account of the research in Artificial Intelligence (AI) technologies and how it is impacting and shaping the field of international human resource management (IHRM). Grounded in contemporary developments in the field of technological change and the Future of Work and the fourth industrial revolution (4IR), the book lays down a solid foundation by offering a comprehensive review of the field of AI and IHRM. It includes empirical research, including case studies of global MNEs and conceptual chapters focusing on the impact of AI on IHRM practices and therefore business-level outcomes of productivity, efficiency, and effectiveness through the adoption of AI-assisted HR applications. The chapters in this volume evaluate individual IHRM practices and study how they impact employee-level outcomes of job satisfaction, personalization, employee commitment and so on. Finally, the book concludes by identifying current gaps in the literature and offers directions for future research for scholars to develop and advance future research agendas in the field. This volume will be of great use to researchers, academics and students in the fields of business and management, especially those with a particular interest in new age technologies of operating business. The chapters in this book, except for Conclusion, were originally published as a special issue of The International Journal of Human Resource Management.