The Indian perspective of strategic HR roles and organizational learning capability

By Jyotsna Bhatnagar, Anuradha Sharma. 2005

116 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/54cba370a4b9bf54eb48951e85675b316b632ed2

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Jyotsna Bhatnagar
2. A. Som
3. S. Biswas
4. Rebecca Mitchell
5. M. Bray
6. Shatha M. Obeidat
7. Geetha Jose
8. S. R. Mampilly

In Strategy and Management

1. A. Som
2. Rebecca Mitchell
3. Jyotsna Bhatnagar

Citations in the corpus

• Innovative human resource management and corporate performance in the context of economic liberalization in India (2008, result): “The second feature of this research is in line with international HRM studies, that adds to the growing body of literature on management practices and HRM on India (Lawler, Jain, Venkata Ratnam and Atmiyanandana 1995; Sparrow and Budhwar 1997; Venkata Ratnam 1998; Amba-Rao, Petrick, Gupta and Von de”
• The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices (2013, background): “In addition, numerous studies suggest the role of line managers is important in ensuring effective implementation of HRM strategy and policies (Bhatnagar & Sharma, 2005).”
• Mediator Analysis of Employee Engagement: Role of Perceived Organizational Support, P-O Fit, Organizational Commitment and Job Satisfaction (2013, background): “Contemporary managerial philosophies provide greater empowerment to employees to make decisions and discharge their duties (Biswas & Varma, 2007); and, Indian managers in performing a strategic role in HR, provide a sense of psychological empowerment (see Bhatnagar & Sharma, 2005, Bhatnagar, 2007).”
• Talent management strategy of employee engagement in Indian ITES employees: key to retention (2007, background): “There has been evidence of a general need among the managerial cadre to build capabilities, resources, competencies, strategies, and macro as well as micro HRM activities (Budhwar et al., 2006; Bhatnagar and Sharma, 2005).”
• Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment (2007, background): “Indian managers perceive the presence of strategic HRM dimensions of strategic HR roles (Bhatnagar and Sharma, 2005), psychological empowerment (Bhatnagar, 2005), organizational learning capability (Bhatnagar, 2006) and organizational commitment at a moderate level, and discern the value creation of”