ABSTRACT
This chapter examines the research on innovation and Human Resource Management (HRM) in Asian countries with special emphasis on India. Innovation has been defined as a new product, process or service and includes promoting its use. Employee innovativeness is a multifaceted phenomenon which is determined by individual as well contextual factors including HRM. HR practices including induction, teamwork, training, performance appraisals, and exploratory learning focus are important predictors of innovation. Social Network is an important variable for innovative work behavior. China and India are both considered as important locations for innovation, especially for reverse innovation and related notion of "Jugaad". "Jugaad" has been referred to as a coping mechanism, a low-cost innovation, a quick fix, or make do approach. The HR practices of Japanese corporations were in the limelight and of significant interest to academicians and practitioners during the 1980s and 1990s. Innovation and entrepreneurship have played a crucial part in success of leading Indian firms across different business sectors.
