Human resource management and coordination for innovative activities in production networks in Asia: a synthesis

Based on survey data and case studies of countries in Southeast Asia, India and Japan, we analyse what kinds of skills and capability of human resource needed for undertaking technological and innovative tasks within companies. We also examine modern human management practices that encourage employees to acquire and upgrade those skills and capabilities. Firms need not only researchers but also designers, artists and R&D managers to carry out more advanced technological activities, namely, product design, informal and formal R&D. For basic research, cross-disciplinary researchers are required. As firms progress technologically, the nature of training changes from on-the-job training to more purposive, longer term and formal one. Cross-functional team, in some cases, has a positive impact on technological learning. Top management is an important factor for the success and failures on human resource management and technological upgrading. Firms that are more successful can leverage resources from external partners to develop their own human resources.