The Indian cultural paradox
30 May 2019-pp 39-49
TL;DR: In this article, the authors highlight the contradicting identities and value systems that Indians follow and the rationale behind the same, and discuss the concept of Ardhanarishvara in India, and yin and...
Abstract: This book chapter highlights the contradicting identities and value systems that Indians follow and the rationale behind the same. It discusses the concept of Ardhanarishvara in India, and yin and ...
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30 Sep 2021
TL;DR: In this paper, the authors provide a snapshot of what, why, and how of employee turnover in the Indian context and specifically focus on what motivates employees to remain with the organization or why do they leave the organization.
Abstract: The “war for talent” is not limited to developed economies but has become a common feature in emerging economies such as India. From the sociocultural perspective, India represents one of the oldest cultural heritages with distinct cultural values. The cultural difference may contribute to explain organizational practices toward talent retention. In the present chapter, the authors focus on the institutional, legal, and cultural context and highlight their uniqueness with respect to the Indian context. Within the institutional context, the authors found that prior to liberalization (which happened in 1990s), the Indian business scene was dominated by public firms or a small enclave of private firms. For both types of organization, turnover hardly mattered, and turnover was indeed negligible. Employees saw firms as “employers for life”: in such a context, voluntary turnover was extremely rare. Further, in the early legal context, it was hard for any private firm to “fire” an employee. Therefore, involuntary turnover was close to nil as well. Things began to change post-liberalization when the Indian scene was dominated by an influx of private players. The Indian mind too accepted turnover to be a part of the corporate life. In the present chapter, the authors provide a snapshot of what, why, and how of employee turnover in the Indian context. The authors specifically focus on what motivates employees to remain with the organization or why do they leave the organization. The authors close the chapter with insights relevant to both academicians and practitioners.
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01 Jan 2007TL;DR: The India: The Ancient Past as mentioned in this paper presents the fascinating story of the development and establishment of India's culture and civilization from early pre-history through to the early second millennium, including the Harappan Civilization, the rise of Hindu culture, the influx of Islam in the eighth and the eleventh/twelfth centuries and key empires, states and dynasties.
Abstract: This carefully crafted study presents the fascinating story of the development and establishment of India’s culture and civilization from early pre-history through to the early second millennium.
Encompassing topics such as the Harappan Civilization, the rise of Hindu culture, the influx of Islam in the eighth and the eleventh/twelfth centuries and key empires, states and dynasties, India: The Ancient Past engages with methodological and controversial issues.
Key features of this illustrated guide include:
a range of maps illustrating different temporal and geographical regions
selected source extracts at the end of each chapter, for review and reflection
questions for discussion.
This book provides comprehensive coverage of the political, spiritual, cultural and geographical history of India, making it an enriching read for anyone with an interest in this captivating period of history.
30 citations