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The impact of potassium permanganate (KMnO₄) treatment on the tensile strength of an alkali-treated pineapple leaf fiber (PALF) reinforced with tapioca-based bio resin (cassava starch) was studied.

The PALF was exposed to sodium hydroxide (NaOH) treatment in varying concentrations of 2.0, 3.7, 4.5 and 5.5g prior to the fiber treatment with KMnO₄. The treated and untreated PALFs were reinforced with tapioca-based bio resin. Subsequently, they were subjected to Fourier transform infrared (FTIR) and tensile test analysis.

The FTIR analysis of untreated PALF revealed the presence of O-H stretch, N-H stretch, C=O stretch, C=O stretch and H-C-H bond. The tensile test result confirmed the highest tensile strength of 35N from fiber that was reinforced with 32.5g of cassava starch and treated with 1.1g of KMnO₄. In comparison, the lowest tensile strength of 15N was recorded for fiber reinforced with 32.5g of cassava starch without KMnO₄ treatment.

Based on the results, it could be deduced that despite the enhancement of bioresin (cassava starch) towards strength-impacting on the fibers, KMnO₄ treatment on PALF is very vital for improved tensile strength of the fiber when compared to untreated fibers. Hence, KMnO₄ treatment on alkali-treated natural fibers preceding reinforcement is imperative for bio-based fibers.

This paper aims to accomplish two purposes: firstly, it revisits the “positional identity” – the ambivalent-hybrid disposition – of human resource management (HRM) in the (postcolonial) Global South. Secondly, it seeks to reframe the role of Southern agents of the epistemic community of HRM, particularly human resource (HR) managers, in managing people in the South.

This paper takes inspiration from the postcolonial theory of Homi Bhabha, his notions of hybridity, the Third Space and colonial positionality, to revisit the positional identity of HRM and to reframe the role of HR managers in the South.

In postcolonial Southern organisations, HR managers play a dual role – as “mimics” and “bastards” of Western discourses of HRM. The dual role tends to put the managers in Southern organisations in a “double–bind”.

This paper helps in the understanding of the role of HRM as well as HR managers in Southern organisations regarding the (post-)colonial legacy of the South.

This paper provides new insights into the identity of HRM in the Global South beyond the dualistic understanding of HR practices, such as convergence–divergence and the mere form of crossvergence. It argues that hybridisation of HRM in Southern organisations takes place in the form of (post-)colonial hybridity.