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Human resource management and co-ordination for innovation activities – cases from India's automotive industry

ABSTRACT The study undertakes the following three analytical issues in the process of technological capability building in firms in an industrialising country. First, it identifies the major innovative activity or learning events in the longitudinal history of a form in a technologically intensive industry. Second, it identifies the human resource requirement, which is required for achieving those learning events or innovations. Third, it maps out the internal and external human resource development strategies employed by the firms. The three issues are analysed in the context of three leading domestic firms in India’s automotive industry. The ensuing analysis shows some remarkable parallels in the internal and external strategies adopted by the three firms. The most dominant internal strategy is in-house training of scientists and engineers to do in-house R&D and the most dominant external strategy is the acquisition of technologically intensive foreign firms which possess a key technology which the original firm lacks and then effecting knowledge flows from the acquired foreign firm to the original domestic firm.