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This book has presented an analytical account of the idea of human rights as it exists within global practice, together with a description of the kind of justification that human rights, so conceived, should be capable of. It proposed a schema to identify and organize the considerations it seems reasonable to take into account in reflection about what ought to be the contents of the public doctrine. These are considerations that follow from a grasp of the general purpose and role of human rights within the global practice. They relate to the importance of the interests that might be protected, the advantage of protecting these interests by means of policies that might be adopted by states, and the character and weight of the reasons for action available to external agents in cases in which states fail to protect the interests in question.

This chapter reviews the role that international organizations can play in the globalization of health care, by giving a detailed account of the negotiations giving rise to the May 2010 adoption by the World Health Assembly (WHA) of the World Health Organization (WHO) Global Code of Practice on the International Recruitment of Health Personnel. The first draft of the Code had recommended voluntary measures to promote national compliance. The adoption of the WHO Global Code has been regarded as one of the major achievements of the Health Assembly. The Code comprises procedural mechanisms to advance implementation that are more potent than those incorporated in the Framework Convention on Tobacco Control (FCTC). Despite the goodwill and multilateral spirit exhibited as part of the WHO Global Code adoption process, there is real danger that the norms formulated in the WHO Global Code may not be reflected in national and international laws, policies, and programs.

This chapter presents a case study, which examines a Korean parent company’s approach to employment practices in its Indian subsidiaries as well as their responses to the Korean parent. A multi-sited case study of a Korean auto multinational, conducted at its headquarters in South Korea and at its research and development (R&D), manufacturing, and sales subsidiaries in India, show that the Korean firm adopted “global best practices,” which were heavily influenced by American practices rather than Korean parent practices. However, the chapter also shows that local actors in the Indian subsidiaries modified key practices. The findings of this chapter call into question the dominant assumptions about the diffusion of multinational human resource management and highlight the role of Korean firms in the diffusion of “global best practices” to India, an important emerging market in Asia.

In the modern world, waste management and especially e-waste management is one of the big challenges to tackle for any country. With the boom in technological innovations in electronic industry, the waste in the form of electronic goods has increased exponentially and it is considered to be the largest mounting waste stream in the world. Globalization of e-waste, partly due to demand and partly in terms of e-waste shipment to developing countries by developed countries has created adverse environmental and health implications. Hence, it has become utmost important for policymakers to develop robust e-waste management system as well as allied policies and regulations. This chapter analyses present status, various initiatives, actions, and regulatory frameworks incorporated by various developed and developing countries to combat giant threat of e-waste and recommendations have been given in terms of strategic actions for India to tackle e-waste in an effective manner.

This chapter examines the evidence and concludes that lean is not inherently a system of work intensification or of worker empowerment, though both are possibilities within lean. It shows that a model of core lean practices from the Toyota Production System had diffused across North America and Western Europe by the end of the 1990s and since has been institutionalized as a dominant logic of labor management in the postfordist era. While hybridization is common, it is either the combination of different human resource management practices with a core package of lean production practices or, more relevant to the argument of this book, a result of satisficing rather than strategic adaptation and innovation. Finally, the chapter presents evidence to support my argument that lean with substantive worker empowerment constitutes global best practice for a range of manufacturing and service contexts.

The conclusion discusses the best practises across the world to achieve the goals of sustainable development through the contemporary developments in the interdisciplinary studies with an aim to achieve an efficient legal regime, conducive to the specific legal, economic, scientific and political scenario in India. It arrives at the possibility of attaining sustainable development through seeking balance, consensus and agreement in order to manage the contradictions of development so that natural resources, scientific invention and cultural resources are both the means and the end of this inter-related process.