Comparative performance appraisal practices and management values among foreign and domestic firms in India

By Sita C. Amba-Rao, Joseph Petrick, Jatinder N. D. Gupta, T. V. D. Embse. 2000

134 citations recorded by the source corpus.

Subfields: Accounting, Anthropology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1ae88df13953f69adec3ddd38bf8f2ec81a00d0f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. A. Som
2. P. Budhwar

In Anthropology

1. A. Som

In Strategy and Management

1. George A. Boyne
2. A. Som
3. P. Budhwar

Citations in the corpus

• The Indian perspective of strategic HR roles and organizational learning capability (2005, unknown): “A core of empirical studies on HRM in India relevant to the new environment has been conducted using a variety ofmethods and theories (Amba-Rao et al., 2000; Sodhi, 1994; Sparrow and Budhwar, 1997; Tayeb, 1988).”
• Innovative human resource management and corporate performance in the context of economic liberalization in India (2008, background): “A considerable amount of interest has since gained ground on understanding the linkage between HRM and performance in the Indian context (Budhwar and Sparrow, 1997; Budhwar and Boyne, 2004; Singh, 2003; Amba-Rao et al., 2000; Paul and Anantharaman, 2003).”
• Human resource management in the Indian public and private sectors: an empirical comparison (2004, background): “Indian research in the field (see Amba-Rao et al., 2000; Bordia and Blau, 1998; Mathur et al., 1996; Sharma, 1992) has shown significant differences in the pattern of HR practices of private- and public-sector organizations.”