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Indian firms have grown explosively over the last two decades since India adopted wholesale neo-liberal policies in 1991. Nayak attributes the expansion of these Indian firms and their multinational businesses to the owners' ability to manoeuvre and mould key agents in the external environment rather than to the internal management of the firm.
Indian multinationals have been active in the world economy since early 1960s. However, their number and scale of operation have grown significantly in the last fifteen years or so. In the face of increasing global competition unleashed by extensive liberalization measures, Indian firms have adopted the strategy of outward foreign direct investment (OFDI) as an integral part of their business strategies. By undertaking greenfield OFDI and brownfield OFDI for acquiring foreign companies, Indian firms are enhancing their potential for growth and global competitiveness. Consequently India has emerged as a major developing source country of FDI and Indian multinationals are likely to affect world development in several ways. The book analyses the phenomenon of Indian multinationals from both macro level factors and firm-level corporate strategies and examines its implications for India and host countries. A detailed investigation of Indian overseas investment flows and stocks from sectoral, regional, ownership and motivational perspectives provides a rigorous long-run coverage of Indian multinational firms from 1970s onwards. The role of innovation, entrepreneurial skills, scale of business, productivity, and the role of government policies, received critical attention in explaining the emergence of Indian multinationals. The comprehensive quantitative and case studies approach offers valuable insights into the behaviour and impacts of these new global actors on home and host countries. This book offers a number of lessons to home country, host countries, and Indian enterprises becoming multinationals. With the growing global interest from policy makers, business practitioners, researchers, and students in Indian multinationals, this book would serve as an important and timely reading for all of them.
"Combining qualitative and quantitative data and providing a unique understanding of how organizations successfully interface with culture, this book will be of interest to students and scholars of business management, international management, organizational behaviour, human resources management, and cross-cultural psychology. It will be of equal interest to practising managers and the personnel departments of all multinational corporations functioning in India."--BOOK JACKET.
The contributors explore the rapid growth of Indian multinationals and provide valuable insights into the patterns and trends of their outward investments and the factors that led to their emergence in the global FDI market. They also look at their continuously evolving strategies in the global economy.
When the Indian auto manufacturer Tata Motors bought the iconic Jaguar and Land Rover brands - complementing the Nano, its own innovative $2,500 car - it opened up a new chapter in India's economic story. In the coming years, such Indian multinationals as Bharat Forge, Hindalco, Infosys, Mahindra, and Suzlon will increasingly be making acquisitions and building their brands in Western markets. Never heard of them? Then read this book. India's Global Powerhouses introduces you to the India's preeminent global companies and explains how they differ from their international rivals. The book profiles India's pioneering multinationals in detail, describing their transformation from leading domestic players to evolving global giants, as well as their unique approaches to globalization. Every manager should understand the histories and the business trajectories of these prospective competitors, collaborators, and customers--whose names will soon be as familiar to us as Honda, Lenovo, and Samsung.
The English East India Company was the mother of the modern multinational. Its trading empire encircled the globe, importing Asian luxuries such as spices, textiles, and teas. But it also conquered much of India with its private army and broke open China's markets with opium. The Company's practices shocked its contemporaries and still reverberate today. The Corporation That Changed the World is the first book to reveal the Company's enduring legacy as a corporation. This expanded edition explores how the four forces of scale, technology, finance, and regulation drove its spectacular rise and fall. For decades, the Company was simply too big to fail, and stock market bubbles, famines, drug-running, and even duels between rival executives are to be found in this new account. For Robins, the Company's story provides vital lessons on both the role of corporations in world history and the steps required to make global business accountable today.
What Indian Companies Must Do To Become World-Class An Invaluable Roadmap For Indian Executives Who Strive To Excel Winner Of The Dma Escorts Book Award 2000 Managing Radical Change: What Indian Companies Must Do To Become World-Class Looks At What Companies In India Must Do To Rank Among The Best In Their Strategy, Organization And Management. The Authors, Internationally Acclaimed Management Gurus Sumantra Ghoshal And Christopher A. Bartlett And Industry Insider Gita Piramal, Say That Managers Are Aware Of The Need For A Radical Response To The Problems And Challenges Posed By The New Competitive, Technological And Market Demands In India. But, Believing That Change Can Come Only By Degrees, They Hesitate To Initiate Action. The Key Purpose Of This Book Is To Make Managers Believe That Radical Performance Improvement Is Possible. Ghoshal, Piramal And Bartlett Feel That Managers Are The Best Teachers Of Managers, And So Managing Radical Change Is A Distillation Of Lessons Offered By People As Diverse As N.R. Narayana Murthy And Brijmohan Lall Munjal, Keki Dadiseth And Dhirubhai Ambani, Azim Premji And Rohinton Aga, Lakshmi Niwas Mittal And Subhash Chandra, Rahul Bajaj And Parvinder Singh. There Is A Wealth Of Information On The Best Companies In India And Worldwide, Among Them Infosys, Wipro, Reliance, Hindustan Lever, Ge And Abb. Lucidly Written And Brilliantly Argued, Managing Radical Change Is Perhaps The Most Significant Contribution To Indian Management Literature In Recent Times.
Kumar and Puranam study a new, more visible, consumer-oriented kind of innovation emerging in India of compact, low-cost, robust, and efficient products. New products such as Tata's Nano, Going Green's G-Wiz car, and GE's ECG machine exemplify this unique kind of Indian innovation which is marked by robustness.
Why have so many firms in emerging economies internationalized quite aggressively in the last decade? What competitive advantages do these firms enjoy and what are the origins of those advantages? Through what strategies have they built their global presence? How is their internationalization affecting Western rivals? And, finally, what does all this mean for mainstream international business theory? In Emerging Multinationals in Emerging Markets, a distinguished group of international business scholars tackle these questions based on a shared research design. The heart of the book contains detailed studies of emerging-market multinationals (EMNEs) from the BRIC economies, plus Israel, Mexico, South Africa, and Thailand. The studies show that EMNEs come in many shapes and sizes, depending on the home-country context. Furthermore, EMNEs leverage distinctive competitive advantages and pursue distinctive internationalization paths. This timely analysis of EMNEs promises to enrich mainstream models of how firms internationalize in today's global economy.
Is there a distinctive 'India way' of doing business? This query finds resonance not only among corporate leaders but also in academic studies focusing on emerging market multinational enterprises (EMMNEs) in Asia. The speed and spread of EMMNEs has caught the world by surprise, and prompted a need to understand whether, why, and how multinationals from emerging economies are different from the ones in developed countries. Based on comparative data and interviews with over 90 senior managerial personnel from Indian multinationals, this book provides a comprehensive picture of the emerging multinational firms from India in terms of their internationalization process, competitive advantages, approach to global markets, and future outlook. With chapters from leading scholars in the field of international business, Emerging Indian Multinationals throws light on the characteristics, concerns, challenges, and strategies of Indian multinationals from an emerging-market perspective to facilitate crossvergence of best practices for all multinationals in a multipolar world.