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Vital Strategies Discriminating Global and Local Organizations in India

Author

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  • G. Rajini

    (G. Rajini is Professor & Head, Department of MBA and Director (T & P), Ganadipathy Tulsi’s Jain Engineering College, Vellore, Tamil Nadu, India. E-mail: dr.rajini.g@gmail.com)

Abstract

All organizations need a constant monitoring on the environmental turbulence in order to gain sustained competitive advantage. Particularly the strategies of the organizations have to be reframed to overcome the impact of any change. This article applied multiple discriminant analysis to determine the difference between the strategies of differently owned organizations in India and to determine strategies accounting the most for the differences in the organizations. The results predict that employee relations was the most contributing variable for discrimination followed by implementation of business strategies, training and development, compensation, performance management, HR strategies, perception about HR managers and HR planning. The study contributes to Indian organizations as well as foreign MNCs which operate in India to accommodate multiple constituents’ perception while drafting their future strategic plans.

Suggested Citation

  • G. Rajini, 2013. "Vital Strategies Discriminating Global and Local Organizations in India," Global Business Review, International Management Institute, vol. 14(2), pages 225-241, June.
    • Handle: RePEc:sae:globus:v:14:y:2013:i:2:p:225-241
    DOI: 10.1177/0972150913477468
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    References listed on IDEAS

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    3. Birger Wernerfelt, 1984. "A resource‐based view of the firm," Strategic Management Journal, Wiley Blackwell, vol. 5(2), pages 171-180, April.
    4. P. Miller, 1987. "Strategic Industrial Relations And Human Resource Management ‐ Distinction, Definition And Recognition," Journal of Management Studies, Wiley Blackwell, vol. 24(4), pages 347-361, July.
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