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This paper describes how force‐guided robot can be implemented in the automated assembly of mobile phone. A case study was carried out to investigate the assembly operations and strategies involved. Force‐guided robot was developed and implemented in the real environment. Proportional‐based external force control with hybrid framework was developed and implemented to perform the compliant motion. In order to perform assembly operations, three basic force‐guided robotic skills are identified. These are stopping, alignment and sliding skills, where the motions are guided by the force feedback. The force‐guided robotic skills are combined and reprogrammed with fine motion planning to perform notch‐locked assembly. The system is optimized for high assembly speed while considering the constraints and limitations involved.

Researchers in the past have used Fourier transformation method to determine the in‐plane displacement components from moiré fringes generated by a pair of overlapping circular gratings. In this approach it is necessary to assume that the transmittance is sinusoidal. The purpose of this paper is to propose a graphical method for determining the 2D displacement components from the moiré patterns more easily instead of the complex Fourier transformation method.

The moiré patterns were spatially transformed from Cartesian‐to‐polar coordinate system. The morphological grayscale dilation operation was used to eliminate the residual gratings in the transformed pattern while preserving the moiré fringes. The center line of the moiré fringe was fitted with a sine curve and the in‐plane displacement values were determined directly from the peak‐to‐valley height and the position of the peak in the fitted curve.

Experimental results showed that the proposed moiré pattern analysis method is able to give in‐plane displacement accuracies of 0.002 mm in the x‐direction and 0.01 in the y‐direction without the need for complex computation.

Resolution of the proposed method is limited only by the resolution of the imaging system.

The proposed graphical method for determining 2D displacement components from the moiré patterns can be applied to low‐frequency circular gratings whose transmittance is not sinusoidal.

The graphical analysis method is novel and allows the displacements components to be determined more easily.

This paper describes the development of a force‐guided robot that uses the information of contact force to overcome component misalignment in the automated assembly of a mobile phone. Several possibilities of misalignment in the assembly of the back chassis and front housing of the mobile phone are studied. An assembly approach using force‐guided motion is implemented to perform the assembly task. The assembly operation was carried out in the presence of translational and rotational misalignment of the mating components. Experimental results show that the proposed assembly approach successfully performs the assembly task.

Considers the area of repatriation/reassignment of employees after international assignments and the effect that it may have on the successful internationalization of organizations. By specifically highlighting experiences in this area, suggests that organizations may need to develop their international human resources policies further if they are to maximize workforce investment in globalization. Draws on recent research conducted (via survey and interview) with over 40 companies, together with other relevant research and the personal and professional experiences of the writers. Specifically focuses on the main organizational issues raised and, in particular, effects of disregarding repatriation, effects on strategic and organizational development, lessons to be learned for globalization and the need for a fully integrated HR approach.

This paper examines the employment relations (ERs) scenario in Indian organisations. The investigation is based on a questionnaire survey of 137 Indian firms in the manufacturing sector. The analysis of existing literature highlights the role of three key actors (management, unions, and the state) in the management of ERs in Indian organisations. It also shows the significant impact of the competitive pressures created by the liberalisation of the Indian economy in the changing nature of ERs in Indian firms. The study has key implications both for academicians and for practitioners.

Analyses the magnitude and complexity of the challenge of diversity in managing people in the Indian workplace. Considers the challenges for human resource management in the 1990s, and highlights the major issues and opportunities in coping with these challenges. Aims to provide direction for future empirical studies.

This paper on women in labour unions in India highlights the occupational segregation suffered by women in union structures. The authors explore and document the extent of female participation in trade unions in India. They suggest that less than 8 per cent of the 380 million workforce in India are unionized and women account for a very small fraction of trade union membership. They provide a number of reasons for the low female membership and participation in unions. In the occupations where women are organized, the incidence of union leadership among women varies considerably. On the positive side, the authors note that India has been a pioneer in organizing women in the informal sector such as workers’ cooperatives, self help groups such as Working Women’s Forum and Self Employed Women’s Association etc. In fact, they find that these unions are creating social unionism, thereby rewriting the meaning of trade unionism. The focus is on broad objectives of empowerment, development and fighting for their rights rather than the business unionism in North America (that is, focus on the bread and butter issues alone). The initiatives dictated by the Indian Constitution such as reservations or quotas for scheduled castes and scheduled tribes may have to be applied to labour unions and the private sector employers in the case of women in India. Policy makers and managers can learn a great deal from the theories discussed above.

Focuses on affirmative action programmes in India for people belonging to the scheduled castes and the scheduled tribes in the sphere of employment. The constitutional safeguards and the measures initiated to give effect to them are briefly reviewed. Examines the progress achieved in realizing the goals in terms of the fulfilment of the quotas (i.e. reservation targets) and discusses the problems in implementing the affirmative programmes. The extremely complex Indian experience sheds light on various unique measures initiated to give effect to public policy concerning affirmative action programmes. It affords many lessons for other countries wishing to pursue similar objectives.

This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US‐originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity and manage it in a pragmatic way.

The authors adopted a qualitative approach. In particular, through a semi‐structured interview design, qualitative data were collected from 16 Chinese and Indian middle and senior managers and four human resources (HR) director of regional headquarters of foreign multinational firms. The data were supplemented by secondary data from a wide range of sources, including government reports and media coverage to extend contextual understanding.

The paper reveals that most Chinese organizations do not see DM as an issue. Where exists, its focus is on conflict avoidance rather than value‐addition to the business. In contrast, managing diversity in India is of greater significance for firms, both legally and financially. Compared with their Chinese counterparts, the Indian managers are much more familiar with the notion of diversity. They are more informed and articulate about diversity issues in their country and organization. DM as a softer approach to human resource management (HRM) has yet to feature as an espoused HR strategy in Chinese and Indian firms.

The paper shows that the starting point and the process of DM in the Chinese and Indian contexts are different from that in the Western contexts. Institutional contexts and cultural traditions are essential to understanding DM issues and likely solutions. Small sample size in the study may limit the generalization of the findings.

The paper has a number of implications for Western multinational corporations that have operations in China and India and intend to adopt a global HR strategy and roll out their DM initiatives to subsidiaries in different parts of the world. It also has implications for Chinese and Indian owned multinational companies operating in the western contexts.

Sources of discrimination and inequality at both macro and micro levels were identified in China and India. The paper also highlights areas for DM to improve leadership skills and organizational performance. The findings may inform policy making and the formulation of organizational strategy, contributing to the elimination of inequality and enhancing employee commitment and productivity.

The paper fills a gap in the DM literature on China and India through a comparative lens. It highlights the contextual differences in political, economic, cultural and social aspects between China and India and between these two and the Western contexts, including the USA and the UK, where the concept of DM as part of the strategic HRM was originated and popularized.

The purpose of this study was to better understand how lesson study (LS) impacts the pedagogy and attitudes of teachers in varied sociocultural contexts. The authors investigated responses of teachers in Kenya and the USA who were new to LS.

Teacher interviews after LS were qualitatively and inductively analyzed with Teacher Education and Development Study: Learning to Teach Mathematics as a conceptual/analytical framework.

Results varied between Kenyan and US teachers. Kenyan teachers reported increases in content and pedagogical content knowledge. They suggested participating in LS was an enjoyable, productive struggle and emphasized the value of planning for lessons and the role of the outside expert. US teachers described consideration of students' needs, abilities, and learning strategies. They described LS as a positive experience, even though making time for the process was challenging. Procedurally, US teachers valued research and collaboration. Although both the process and responses differed, US and Kenyan teachers' reflections highlight affordances of LS.

This study is a small-scale, comparative case study. Future research could ask similar research questions in other contexts and with greater numbers of participants.

Views of teaching and learning and typical structures for teachers' professional learning vary by context; these factors should be considered when planning and implementing LS.

The study responds to an identified need to learn more about how LS contributes to teachers’ different views of teaching and learning, which are embedded in various sociocultural settings.