ABSTRACT
The final chapter integrates the findings from the case analysis, it develops an integrated conceptual model for analysing the strategic responses and changes in human resource management (HRM) practices in response to the Global Financial Crisis (GFC). A level of impact was felt in domestic firms in a number of nations who were in some way – directly or indirectly – part of the multi-national company's (MNC's) or other global commodities trade's value chain. In the context of the Indian Informational Technology (IT) industry, following the GFC, the changes to the global business environment and IT firms' local institutional environment were severely affected, at least initially, which subsequently affected the degree of leeway and choice these firms had in terms of managing their people and businesses in general. The market-based organisational learning and quality management capabilities also helped firms to deliver performance to exacting standards based on their clients' needs for various software development projects or business processes.
