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Journal articles on the topic 'Indian Business'

Author: Grafiati

Published: 3 June 2025

Last updated: 31 July 2025

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1

Bagchi, Amiya Kumar. "Indian Business History." Indian Historical Review 39, no. 1 (2012): 73–91. http://dx.doi.org/10.1177/0376983612457608.

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Vorobyeva, M. A. "LEADING INDIAN BUSINESS-GROUPS." MGIMO Review of International Relations, no. 3(48) (June 28, 2016): 265–72. http://dx.doi.org/10.24833/2071-8160-2016-3-48-265-272.

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The goal of this paper is to investigate the evolution of the leading Indian business-groups under the conditions of economical liberalization. It is shown that the role of modern business-groups in the Indian economy is determined by their high rate in the gross domestic product (GDP), huge overall actives, substantial pert in the e[port of goods and services, as well as by their activities in modern branch structure formatting, and developing labor-intensive and high-tech branches. They strongly influence upon economical national strategies, they became a locomotive of internationalization a

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3

Pradhan, Samir. "The Indian Business Community." International Studies 47, no. 1 (2010): 82–84. http://dx.doi.org/10.1177/002088171104700108.

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4

Dua, Pami, and Anirvan Banerji. "Predicting Indian Business Cycles." Margin: The Journal of Applied Economic Research 1, no. 3 (2007): 249–65. http://dx.doi.org/10.1177/097380100700100301.

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5

Suppiah, Ummadevi, and Sivachandralingam Sundara Raja. "The Indian Diaspora in Malaya." Indian Historical Review 44, no. 2 (2017): 252–69. http://dx.doi.org/10.1177/0376983617726472.

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The historiography of Malaya that deals with Indian diaspora rarely differentiates Indians on the basis of their ethnic3 origins and their relationships during the British era. The ethnic Indian populations during the British era comprised the majority Tamils, and the other groups such as the Telugus, Malayalees, Gujeratis, Chettiars, Sikhs and Indian Muslims. The ethnic groupings among those of Indian origin could be divided into three main economic classes: labour, business and civil service. This article focuses on the Chettiars as the group that comprised the business class and looks at th

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6

Mahomed, Yaaser, and Vuyokazi Mtembu. "Business Succession in Indian Family Businesses in South Africa." Journal of Economics and Behavioral Studies 13, no. 3(J) (2021): 73–80. http://dx.doi.org/10.22610/jebs.v13i3(j).3182.

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Family businesses play a pivotal role economically and socially in most countries. The study aimed to identify and understand the experiences of Indian family businesses in South Africa with regard to business succession. A quantitative research approach was used with data collected through Google forms online survey. Data was collected from sixty (60) business people from Indian-owned family businesses in South Africa. The study interrogated the following factors which have an influence on family business succession: business ownership influence in succession, business readiness for the exit

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Dr. S. Seethalakshmi and Dr. K. Shyamala. "Digital transformation of Indian Business- An analysis." GIS Business 14, no. 6 (2019): 116–23. http://dx.doi.org/10.26643/gis.v14i6.11687.

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India is celebrating 4 years of digital empowerment since 2015, when the Digital India campaign was launched. The Digital transformation has spread roots across all facets of the life of the Indians. It has made a big impact on the way business is being done in India. India has risen to Rank 77 in “Ease of doing business” from 130th place in 2016 [1]. The digital empowerment has laid a strong foundation for the economic growth and business development. India has become the fifth largest economy in terms of GDP and is among the fastest growing major economies. Digitisation has augmented the pot

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8

Singh, Anil Kumar, and Anurag Singh. "Insider Trading Indian Business Organizations." Delhi Business Review 17, no. 2 (2016): 45–56. http://dx.doi.org/10.51768/dbr.v17i2.172201604.

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9

Mathew, Jacob. "Business Design: An Indian Idiom." Design Management Review 22, no. 1 (2011): 80–85. http://dx.doi.org/10.1111/j.1948-7169.2011.00113.x.

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10

Klopper, Susan. "India: Indian Business News Sites." Journal of Business & Finance Librarianship 14, no. 3 (2009): 275–81. http://dx.doi.org/10.1080/08963560802715855.

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11

Basumatary, Bwsrang, Manoj Kumar Sinha, Vinit Kumar, and Manoj Kumar Verma. "Retractions in Indian Business Research." DESIDOC Journal of Library & Information Technology 45, no. 2 (2025): 131–40. https://doi.org/10.14429/djlit.20357.

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This study examines trends in retracted Indian business research articles from 2014 to 2023, focusing on various aspects such as the number of retractions, geographical distribution, associated journals and publishers, retraction timelines, reasons for retraction, and the citation impact before and after retraction. Using Scientometric tools, 79 retracted articles were analysed from the Retraction Watch and Scopus databases. The findings reveal a rising trend in retractions, predominantly due to fake peer reviews and plagiarism. Tamil Nadu recorded the highest number of retractions (n=44), wit

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12

Bhattacharyya, Som Sekhar. "Comparative Cross Cultural Study of Indian Managers' Perspectives On Doing International Business in Bedouin And Guanxi Culture." International Journal of Asian Business and Information Management 10, no. 3 (2019): 1–21. http://dx.doi.org/10.4018/ijabim.2019070101.

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The purpose of this research article is to comparatively study Indian firms' international cultural challenges of doing business in Bedouin and Chinese business cultures. In this research, the author based on in-depth exploratory qualitative personal interview with 22 Indian international business experts and explores the cultural nuances of international business operations. Specifically, the author content analyses and prepare a comparative analysis (similarities and dissimilarities) of Indian business culture with Bedouin and Chinese business culture. This article thus contributes to intern

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13

Bakken, Dawn E., Justin Hawkins, and David A. Nichols. "The Papers of William W. Cleghorn." Indiana Magazine of History 120, no. 4 (2024): 272–317. https://doi.org/10.2979/imh.00038.

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ABSTRACT: William W. Cleghorn (1815–1878) was an Indian trader and fur trader who worked in northern Indiana and later in the Kansas Territory. Cleghorn’s business and personal papers, held by the Lilly Library at Indiana University Bloomington, are here excerpted with scholarly footnotes, and published for the first time. The papers provide a look into mid-nineteenth-century Indiana and the West through the lenses of Native Removal, the Indian trade and fur trade, the operation of the federal Office of Indian Affairs, and the webs of patronage and influence that made up life for so many peopl

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14

Lubinski, Christina. "Global Trade and Indian Politics: The German Dye Business in India before 1947." Business History Review 89, no. 3 (2015): 503–30. http://dx.doi.org/10.1017/s0007680515000707.

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This article analyzes the German dye business in India before 1947 as an example of expanding German-Indian commercial relationships. German dye manufacturers showed great interest in India's economic potential in the absence of discriminatory tariffs, while Indian elites were interested in non-British Western partners, which could support their struggle for industrial self-reliance. This particular alignment of interests facilitated cooperation and shows that the so-called European experience is more diverse than research has shown so far. The analysis highlights global trading networks beyon

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15

Bhattacharya, Jayati. "Stories from the margins: Indian business communities in the growth of colonial Singapore." Journal of Southeast Asian Studies 50, no. 4 (2019): 521–39. http://dx.doi.org/10.1017/s0022463420000041.

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Colonial Singapore witnessed the movement and settling of Chinese, Malay, Indian, Arab, European and other mercantile groups as a free port and emporium of the British Empire. This social landscape was defined by boundaries between the different ethnic communities, often drawn up by the British, in contrast to the cosmopolitan exchanges of the market. This article focuses on the Indian business communities which had played a significant role in maritime trade networks since pre-colonial times and continued to be a part of Singapore's developing society and economy in the British period. A mino

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Daruwalla, Vistasp, Gurbaag Chandok, and Wonyoung Jeong. "The Influence of Cultural Factors on Leadership Perceptions." Journal of Management World 2021, no. 4 (2021): 171–80. http://dx.doi.org/10.53935/jomw.v2021i4.170.

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The purpose of the study was set as to explore cultural influence on leadership perceptions in South Korean organizations in India. The results indicated that South Korean leadership style is perceived as task oriented, while Indian leadership as relationship oriented. Significant factors which made Indian respondents prefer to relationship-oriented leadership were a leader's concern for subordinates, general supervision, two-way communication, delegation, which related to the leader-leaders' concern for individual growth of subordinate. The findings also imply two distinct subcultures, which

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17

Mathew, Mary, and Ravi Kumar. "Poor Change Preparedness in Indian Business Culture: A Need for Periodic Indian Business Culture Surveys." Vision: The Journal of Business Perspective 9, no. 1 (2005): 1–9. http://dx.doi.org/10.1177/097226290500900102.

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18

Brennan, James R. "POLITICS AND BUSINESS IN THE INDIAN NEWSPAPERS OF COLONIAL TANGANYIKA." Africa 81, no. 1 (2011): 42–67. http://dx.doi.org/10.1017/s0001972010000094.

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ABSTRACTThis article examines the history of two Indian newspapers, Tanganyika Opinion and Tanganyika Herald, to demonstrate how business considerations provided both the opportunity for East African Indians to make public arguments and the central limitation on the arguments that could be made. Founded on the inspiration of mass nationalist action through a territorial hartal, the Tanganyika Opinion and later the Herald blazed the trails that articulated ‘Greater India’ among the Anglo-Gujarati reading public in Tanganyika. But growing conservative sentiments within this vulnerable minority,

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19

Hart, Keith, and Vishnu Padayachee. "Indian Business in South Africa after Apartheid: New and Old Trajectories." Comparative Studies in Society and History 42, no. 4 (2000): 683–712. http://dx.doi.org/10.1017/s0010417500003285.

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We consider here what has happened to one segment of South African capital since the demise of apartheid, of the Indian businessmen of KwaZulu Natal, and especially of its principal port city, Durban. During the long nightmare of apartheid, South Africa's Indians, a small minority constituting only three percent of the national population, suffered many restrictions on their development.

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20

Narayan, Uma. "Basic Indian Legal Literature for Foreign Legal Professionals**." International Journal of Legal Information 37, no. 3 (2009): 333–67. http://dx.doi.org/10.1017/s0731126500005382.

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Among Asian Nations, India has become a major political, cultural and business hub. This situation has contributed to frequent interaction of foreign governments, foreign nationals and businesspersons with India and Indians. In order to make them aware of the Indian Legal System and Literatures - so that they act within scope of the system – I present here a brief article giving an introduction to Indian legal literature and legal sources.Two earlier resources for Indian legal materials include:1. A Bibliography of Indian Law, edited by Charles Henry Alexandrowicz, (Oxford University Press, 19

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21

Fisher, Julie A. "Roger Williams and the Indian Business." New England Quarterly 94, no. 3 (2021): 352–93. http://dx.doi.org/10.1162/tneq_a_00902.

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Abstract Exploring Roger Williams business on the borderlands of New England is as central to explaining his life as his theological and political debates. As in other corners of Early America, Williams's daily activities involved regular and sustained interactions with his Indigenous neighbors in his home, trading business, and colonial politics.

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22

Singh, Naib. "M-Banking: Perspective in Indian Business." Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 1, no. 1 (2015): 104–7. http://dx.doi.org/10.53555/nnbma.v1i1.147.

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Mobile banking in India is gaining more and more popularity in the present scenario. India is occupying the position of second largest mobile market in the world after China. The major finding of the study is that the future of mobile banking in India will be bright and certainly be more helpful in the development of banking sector. Our country is having vast access of mobile phone services as compared to developed European countries. In the year 2013 22.51 million people were using these services. The objective of the anytime banking can easily be obtained by mobile banking.

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23

Goyal, Ashima, and Abhishek Kumar. "News, noise, and Indian business cycle." Bulletin of Economic Research 74, no. 2 (2021): 503–38. http://dx.doi.org/10.1111/boer.12306.

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24

Kaur, Gurjeet, and Shruti Gupta. "Business Orientation of Indian Consumer Banking." Global Business Review 13, no. 3 (2012): 481–507. http://dx.doi.org/10.1177/097215091201300309.

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The study analyzes the overall business orientation of Indian consumer banks by examining five important business philosophies, namely, production orientation, selling orientation, customer orientation, market orientation and relationship marketing orientation. It throws light on the extent to which each business orientation is followed by Indian banks. All the 39 branches of Jammu and Kashmir Bank Pvt. Ltd (JKB), 13 of State Bank of India (SBI) and 17 of Punjab National Bank (PNB) functioning in Jammu city respectively were contacted. The study found that Indian banks are purely customer orie

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25

Reed, Darryl. "Business Ethics in an Indian Setting." Business Ethics: A European Review 4, no. 3 (1995): 162–65. http://dx.doi.org/10.1111/j.1467-8608.1995.tb00248.x.

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26

Capelli, Peter, Harbir Singh, Jitendra V. Singh, and Michael Useem. "The DNA of Indian Business Leadership." NHRD Network Journal 2, no. 5 (2009): 66–71. http://dx.doi.org/10.1177/0974173920090513.

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27

Baragde, Dileep, and Neeta Baporikar. "Business innovation in Indian software industries." Journal of Science and Technology Policy Management 8, no. 1 (2017): 62–75. http://dx.doi.org/10.1108/jstpm-12-2015-0039.

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Purpose Business innovation should enable the achievement of goals across the entire organization. To compete well, business innovations become important and crucial and more so for software industries. With prevalent trends of big data, cloud and cyber security, there are exciting days ahead. Opportunities and innovations are being predicted and by iterations, they can be projected. Design/methodology/approach The ways in which businesses innovate and implement new ideas are changing. Historically, innovation has commonly been practiced using a “closed innovation” model, particularly with reg

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28

Mehta, Janak. "Business excellence through quality: Indian experience." Total Quality Management 10, no. 4-5 (1999): 647–52. http://dx.doi.org/10.1080/0954412997631.

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29

Konde, Viren. "Biotechnology business models: An Indian perspective." Journal of Commercial Biotechnology 15, no. 3 (2008): 215–26. http://dx.doi.org/10.1057/jcb.2008.52.

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30

Rajpal, Suresh, and Ravi-Raj Sagar. "Business Excellence in the Indian Scenario." Vikalpa: The Journal for Decision Makers 28, no. 4 (2003): 77–82. http://dx.doi.org/10.1177/0256090920030407.

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Business today is being impacted by multiple forces and is under an unprecedented pressure to perform. The key to performance lies in anticipating the future and working towards it. This means asking the question: How much of its resources is the company putting in renewal and innovation, i.e., in activities like R&D, quality and process improvement, industrial design, market research, and so on? What is the record of Indian companies when it comes to innovation? This article briefly surveys the Indian scenario and quotes examples of innovation, or lack of it, in sectors such as automobile

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31

Kedia, Ben L., Debmalya Mukherjee, and Somnath Lahiri. "Indian business groups: Evolution and transformation." Asia Pacific Journal of Management 23, no. 4 (2006): 559–77. http://dx.doi.org/10.1007/s10490-006-9020-5.

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32

Gupta, Swati. "An Impact Analysis of Demonetization on Key Sectors of the Indian Economy." Liberal Studies 2, no. 2 (2017): 205–20. https://doi.org/10.5281/zenodo.3464830.

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Demonetization has certainly created a stir in the Indian financial market and the Indian economy at large, in terms of its subsequent impact of reduced lending rates, reduced inflation rates, increase in CASA, affordable Real Estate prices, a move towards a cashless society which also imbibes accountability of transactions thus reducing black money laundering, affordable oil and travel costs and many more. As many economists and industrialists have pointed out, there may be an initial dip in sales, business and hence the seemingly overall growth, but in the long-run, the demonetization drive

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33

SINGH, DEVENDER. "Online Business: The Growing Share of E-Commerce and New Opportunities for Indian Business." International Journal for Research Publication and Seminars 14, no. 2 (2023): 220–26. http://dx.doi.org/10.36676/jrps.2023-v14i2-030.

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With the exponential expansion of e-commerce, especially in India, business has changed dramatically. The rise of internet commerce has changed retail paradigms and offered Indian enterprises new and exciting opportunities. This move towards e-commerce has been hastened by internet access, smartphone use, and customer convenience-seeking. Indian e-commerce has opened several doors for enterprises in numerous areas. SMEs may now access a global audience without geographical limits. Traditional entrance hurdles like finance and storefronts have been lowered, creating a more accessible business c

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34

Berger, Ron, and Ram Herstein. "The evolution of business ethics in India." International Journal of Social Economics 41, no. 11 (2014): 1073–86. http://dx.doi.org/10.1108/ijse-05-2013-0129.

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Purpose – Religion and culture can influence ethical behavior in business. It is suggested that there has been and continues to be, a deep interrelationship between religion, business ethics, and economic activity in India. As India is becoming a major global economic business partner, understanding its unique ethical business infrastructure is gaining in importance. The purpose of this paper is to intend to further the understanding of Indian (“Vendantic”) business ethics, as opposed to Greco – Roman business ethics, as the foundation of business culture in India. This paper further elaborate

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35

Dr. M. Dhanabhakyam, Dr M. Dhanabhakyam, and P. Balasubramanian P. Balasubramanian. "Business Risk And Financial Risk - Indian Corporate Sector." Indian Journal of Applied Research 1, no. 7 (2011): 31–33. http://dx.doi.org/10.15373/2249555x/apr2012/10.

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36

Mah, Delilah. "2008 Economic Developer off The Year Award Winners." Journal of Aboriginal Economic Development 6, no. 2 (2009): 3–11. http://dx.doi.org/10.29173/jaed270.

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Each year CANDO awards the Economic Developer of the Year Award to an individual Economic Development Officer (EDO), a community and an Aboriginal Private Sector Business. LOUIS JOE BERNARD INDIVIDUAL ECONOMIC DEVELOPER OF THE YEAR AWARD WINNER Louis Joe is a member of the Mi'kmaq Tribe of Indians residing at We'koqma'q First Nation, Nova Scotia. Aboriginal Economic Development Initiatives I have initiated the Community Analysis and Assessment for We'koqma'q First Nation, along with the Economic Development Strategic Plan for the Union of Nova Scotia Indians. KAMLOOPS INDIAN BAND (TK'EMLUPS IN

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37

Ramanathan, Ram. "Towards a Systemic Approach to Business." NHRD Network Journal 14, no. 4 (2021): 450–59. http://dx.doi.org/10.1177/26314541211030061.

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Ram’s career has spanned over 40 years, during which he has donned multiple avatars: corporate leader (CEO), business builder, government advisor, angel investor and runaway monk internship. He is presently a systemic leadership coach. In this article, he argues that Indian leaders are schizophrenic. On the one hand, they are torn between the inherited cultural values of harmony and family obligations, and on the other hand, a product of imbibed Western B-School concepts of professional management and profit above all else. This dichotomy leads to hypocrisy and duplicity in Indian business. Th

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38

Aurangabadkar, Sarira. "Strategies for Business Firms in Declining Markets." Journal of Global Economy 5, no. 2 (2009): 173–81. http://dx.doi.org/10.1956/jge.v5i2.92.

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The economic crisis that has engulfed the world since 2007 has become serious by the first quarter of 2009.Many developed countries too are affected severely, namely the US, Germany, the UK and others. Fortunately, India as of now seems to be less affected, yet the winds of global recession are now felt. The Indian economy grew at an annual rate of 7.6% in the quarter ending in September, 2008. As per the projections of the government growth in the fiscal year, 2008-09 could be in the range of 7 to 8 %, which is, lower than 9% in the last year. The government has unveiled a multibillion dollar

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39

Salyards, Donald M. "Doing Business in India: A Minnesota Entrepreneur's Experience." Family Business Review 13, no. 4 (2000): 331–38. http://dx.doi.org/10.1111/j.1741-6248.2000.00331.x.

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This paper describes the author's attempts to develop business with Indian family firms during the last three years. Specific features of the Indian business environment are discussed, along with information for those who desire to export Indian products to the United States. The paper also reviews experiences of large American firms that have joint ventures in India as an indication of what small joint-venture firms might expect in India. The author concludes that import-based activity is high risk and that joint-venture activity for small American firms cannot be recommended in India at this

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40

Khairullah, Durriya Z. "Acculturation And Its Relation To Asian-Indian Immigrants Perceptions Of Advertisements." Journal of Applied Business Research (JABR) 11, no. 2 (2011): 55. http://dx.doi.org/10.19030/jabr.v11i2.5875.

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This study attempts to determine whether the perceptions of Asian-Indian immigrants in the U.S. towards Indian print versus American print advertisements vary within and across stages of acculturation. Our results show that tow and moderate acculturated respondents had a greater preference for Indian advertisements while high acculturated Asian-Indians had a greater preference for American advertisements. Our findings imply that an understanding of the effect of acculturation could aid in planning and executing appropriate advertising programs in order to effectively cater to specific subsegme

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41

Mehrotra, Sonia. "PETAWRAP: the Indian grilled wraps." Emerald Emerging Markets Case Studies 1, no. 3 (2011): 1–12. http://dx.doi.org/10.1108/20450621111168237.

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Subject area Entrepreneurship; Business Strategy; Business Environment courses. Study level/applicability This case is appropriate for use in Masters in Business Administration (MBA) programs as well as advanced undergraduate courses. The case provides an apt simulation of the emerging Indian fast food companies in the competitive dynamics of Indian business environment. Case overview Rakesh an MBA graduate from the University of Hartford, Connecticut, after four years of corporate experience, made a decision to start a business of his own. Thus, was born Infusions Foods Pvt Ltd (IFPL) an entr

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42

CHAKRABARTI, MANALI. "Why Did Indian Big Business Pursue a Policy of Economic Nationalism in the Interwar Years? A New Window to an Old Debate." Modern Asian Studies 43, no. 4 (2009): 979–1038. http://dx.doi.org/10.1017/s0026749x08003703.

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AbstractIndian big business campaigned for economically nationalistic policies during the interwar period. Existing scholarship is sharply divided as to the reason for the same. One group of scholars claim that Indian big business as a class rose above its economic interests and actively joined and even led the anti-imperial nationalist movement during the period. The other group contests the above view and proposes that Indian big business was guided by business interests while rallying for economic nationalism. Significantly the interwar period is also marked by a growing antagonism between

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43

Rod, Michel R. M., Sarena E. Saunders, and Tim Beal. "Knowledge Management in a Business-to-Business Context: An Indian Exemplar?" Journal of Information & Knowledge Management 08, no. 03 (2009): 267–73. http://dx.doi.org/10.1142/s0219649209002385.

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A conceptual framework originating within the Operations Research literature is presented as a means of informing researchers about how they might better understand and exploit knowledge management/sharing/transfer in business-to-business knowledge networks. Preliminary analysis of a recent Indian case study supports the utility of this framework through the identification of facilitators (information systems, mediators) and barriers (distance, organisational) to successful knowledge flow between organisations both domestically and internationally. The ongoing challenge is to increase our unde

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44

D’Souza, Lestan. "A study on the role of leadership in sustainable business practices in India." International Journal of Multidisciplinary Research and Growth Evaluation 5, no. 2 (2024): 207–14. http://dx.doi.org/10.54660/.ijmrge.2024.5.2.207-214.

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In the context of global environmental challenges and the increasing importance of sustainable development, the role of leadership in steering organizations towards sustainable business practices has become crucial, particularly in emerging economies like India. This theoretical research paper explores the impact of leadership styles and behaviors on the adoption and implementation of sustainable business practices within Indian organizations. Drawing upon a variety of leadership theories, including transformational, ethical, and servant leadership, the paper proposes a conceptual framework th

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45

Kamothi, Manisha Nagindas, and Dr Vijay Pithadia. "Managing Alteration for Globalization & Competitiveness in Indian business." International Journal of Scientific Research 2, no. 8 (2012): 287–89. http://dx.doi.org/10.15373/22778179/aug2013/91.

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46

Goenka, AjitHarishkumar. "The business of radiology in Indian context." Indian Journal of Radiology and Imaging 21, no. 2 (2011): 157. http://dx.doi.org/10.4103/0971-3026.82290.

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47

Chopra, Suneet, and Claude Makrowitz. "Indian Business and Nationalist Politics 1931-39." Social Scientist 14, no. 8/9 (1986): 152. http://dx.doi.org/10.2307/3517438.

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48

Chaudhuri, K. N., and Claude Markovits. "Indian Business and Nationalist Politics, 1931-1939." Economic History Review 39, no. 3 (1986): 496. http://dx.doi.org/10.2307/2596385.

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49

Rai, Sheela, and Anil Kr Rai. "National Accountability of International Business: Indian Developments." Business Law Review 36, Issue 2 (2015): 72–77. http://dx.doi.org/10.54648/bula2015010.

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50

Shukla, Hitesh. "Learning from Traditional Indian Family Owned Business." Management Accountant Journal 55, no. 5 (2020): 106. http://dx.doi.org/10.33516/maj.v55i5.106-108p.

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