Explanation : Strategic IHRM can support the process of
building successful cross-border alliances in
a number of ways, by working to ensure that
(International Joint Ventures) IJVs are staffed
by high-quality managers, for example, or by
helping to ensure that cultural diversity is
m an aged effectively in m erg ers and
acquisitions (Schuler, Jackson, and Luo).
‘There is no shortage of evidence that
attention to people and to cultural issues is
one of the most critical elements in achieving
the cross-border acquisition strategy’ (Puck
et al.). Yet in practice the involvement of
HRM in such alliances is often limited,
particularly in the early planning stages. HRM
issues tend to be operated in a non-strategic
fashion restricted to the implementation stage
(Puck et al.)—reacting to the issues and
problems generated by the merger and
the acquisition process, such as how to retain
key staff and handling any associated
Explanation : Definition of incipient sickness as per RBI guidelines (2008):
An account may be treated to have reached the stage of incipient sickness/potential sickness if any of the following events are triggered.
(a) There is delay in commencement of commercial production by more than six months for reasons beyond the control of promoters and entailing cost overrun.
(b) The company incurs losses for two years or cash loss for one year, beyond the accepted timeframe on account of change in economic and fiscal policies affecting
the working of MSEs or otherwise.
(c) The capacity utilization is less than 50% of the projected level in terms of quantity or the sales are less than 50% of the projected level in terms of value during