Human resource mobility is an essential feature of today's globalised world where integrated world markets, networks and technologies are all contributing to the increasing movement of labour, students, professionals and families. The migrants of today are the Diaspora of tomorrow - and those of yesteryears, that of today.
Migration of Indian health professionals to selected European nations: The Case of Denmark, Netherlands, Norway, Sweden
India's comparative advantage in health care is due to a large resource pool and competence in English. Indian migration to the US, UK or Australia has been widely studied, but not much attention has been given to the Scandinavian countries.
The Board interlock networks for 166 Indian companies have been studied for the period 1995 to 2007. The most well connected companies and the most well connected directors have been identified from this data set. The Indian network has also been compared with the networks of other countries for which similar data is available.
This paper studies the relationship between India's real exchange rate and its trade balance with her major trading partners using quarterly trade data for 15 countries over the period 1975 Q1-2011Q1.
India has had long-standing investment ties with various EU countries. Many EU countries are significant investors in India and several EU-based MNCs have business operations in India. Of late, Indian investments in the EU have also gained importance.
Offshore outsourcing has grown phenomenally as a form of industrial organisation in recent times and has also been viewed as a strategic move by rms to out-compete their rivals. The gains from this exercise may however not necessarily be at par with expectations due to the presence of a host of hidden costs which have been documented in the literature.
We propose a model for developing optimal decisions and normative policies for pricing and advertising of products/services to markets at the 'bottom of pyramid (BOP).' This concept has been popularized in the recent times by Prahalad (2006). Our model considers two types of market segments.