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Relevant bibliographies by topics / Indian Multinational Corporations

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Academic literature on the topic 'Indian Multinational Corporations'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Indian Multinational Corporations"

1

RathaKrishnan, L., and K. Santhy. "Globalisation, Multinational Corporation and Regional Development." Management and Labour Studies 27, no. 3 (July 2002): 191–98. http://dx.doi.org/10.1177/0258042x0202700304.

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Economic reforms introduced in India during 1991–92 had triggered the process of economic development in the country. It is from this period a structural shift occurred in Indian industry. The liberalization has also facilitated the Indian industries to sell their products throughout the world market. As the multinational Corporation normally own, manage, and control production, they can sell their products all over the world without much difficulty. After the announcement of globalization in India, the number of multinational corporation had increased from 389 (1981) to 2303 (1996), about six fold increase in 15 years period. The present paper examines how multinational corporations help regional development. A case study approach was followed. Both primary and secondary data were collected from the Whirlpool India Limited for a period of 18 years, starting from 1983–84 to 2000–01. By using simple growth rate and regression analysis this study found that there is a favourable shift in employment and infrastructure development in the region. After the establishment of the MNC, the region has received various benefits, namely employment, better road and transportation, local markets, hospitals, street lights, drinking water and other infrastructural facilities. Further more, this MNC has not harmed the growth of tiny and small scale industries in the region. In fact, the MNC has helped many small-scale industries to establish their industries in the region.

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Kaur, Vaneet, and Versha Mehta. "Dynamic Capabilities for Competitive Advantage." Paradigm 21, no. 1 (June 2017): 31–51. http://dx.doi.org/10.1177/0971890717701781.

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Though the dynamic capability framework has emerged as the new touchstone in the domain of strategic management, the focal point of most of the studies has predominantly been the multinational firms belonging to developed countries. The present study aims to bridge this gap not only by empirically analysing the dynamic capabilities of Indian multinationals but also by comparing the level of deployment of dynamic capabilities in Indian-origin multinational corporations (MNCs) vis-à-vis the foreign-origin MNCs operating in India. Moreover, as there is no consensus among researchers on the relationship between dynamic capabilities and competitive advantage, this relationship is put to test in the present study, and its wider applicability is checked in Indian and foreign-based MNCs. The study also analyses the effect of company’s country-of-origin on its competitiveness. Furthermore, individual capabilities of the organizations under study are analysed and strategies to enhance the competitiveness of each organization are thereby suggested.

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Srikanth, J., and S. Mohanavel. "Transformation of Emerging Market Multinational Corporations-The Indian Context." Asian Journal of Research in Social Sciences and Humanities 7, no. 4 (2017): 280. http://dx.doi.org/10.5958/2249-7315.2017.00283.0.

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Krishnan, Rishikesha T. "Subsidiary Initiative in Indian Software Subsidiaries of MNCs." Vikalpa: The Journal for Decision Makers 31, no. 1 (January 2006): 51–72. http://dx.doi.org/10.1177/0256090920060105.

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In this paper, the author investigates intrapreneurship in software subsidiaries of multinational corporations in India using an analogous concept—subsidiary initiative— that has been used in the international business literature. Subsidiary initiative is a discrete, proactive undertaking by an operational unit situated outside the home country that advances a new way for the corporation to use or expand its resources. Based on an analysis of published case studies written on the Indian software subsidiaries of Motorola, Philips, and Siemens, the author finds that subsidiary initiative played a visible role in obtaining business at the early stages of the subsidiary�s evolution when organizational credibility was lacking and the liability of the country of origin had to be overcome. Subsidiary initiative is also critical if the subsidiary wishes to reposition itself in its market, i.e., in the network of the multinational parent. Barriers to subsidiary initiative include the following: administrative heritage of the subsidiary difficulties in the evaluation of business potential lack of funds to develop new capabilities the attrition of qualified people. Moving to a higher position on the value curve is impeded by the nature of past relationships with internal customers and the strong bargaining position of these customers. These barriers are accentuated by asymmetries in the flexibility allowed to product divisions and subsidiaries. High levels of subsidiary initiative are associated with low levels of integration and high levels of autonomy. This is contrary to earlier research done on multinational subsidiaries in the developed country context. The author proposes that the explanation for this contrast lies in the different contexts in which these subsidiaries operate. Specifically, subsidiary initiative in the Indian context is an outcome of subsidiary managers seeking to cope with the environment in which they operate.The distinctive features of this environment include: the pressure of retaining and motivating engineers with multiple career options pressures from the media and wider social expectations a desire to control one�s destiny when there is a realization that India�s time has come. The author also finds a new trend in the organizational arrangements of software subsidiaries within multinationals in that some multinational parents are allowing subsidiaries to chart their own destiny in return for dilution of a part (or whole) of their stake in the subsidiary. Based on this trend, he proposes a new model titled ‘Competitiveness for Growth Opportunities’ for the subsidiary-parent relationship to replace the existing ‘Loyalty for Security in the MNC Network’ model. In conclusion, the author argues that more multinational corporations will have to shift to this new model to achieve the level of agility required to compete in an era of rapid changes in technology and enhanced competition.

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Patel, Parth, Brendan Boyle, Mark Bray, Paresha Sinha, and Ramudu Bhanugopan. "Global staffing and control in emerging multinational corporations and their subsidiaries in developed countries." Personnel Review 48, no. 4 (June 4, 2019): 1022–44. http://dx.doi.org/10.1108/pr-07-2017-0211.

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Purpose The purpose of this paper is to examine the control mechanisms used by multinational corporations (MNCs) from emerging economies to manage their subsidiaries in developed countries and their implications for human resource management practices. Design/methodology/approach The paper draws on data collected through in-depth case studies and interviews with senior subsidiary managers of 12 major Indian information technology (IT) MNCs operating in Australia. Findings Indian IT MNCs rely heavily on the use of people-centric controls exerted through global staffing practices (via the transfer of parent-country nationals), which, in turn, influence their subsidiary’s discretion over their HR practices. The use of people-centric controls allows Indian IT multinationals to replicate parent-country HRM practices in their Australian subsidiaries in an ethnocentric manner and significantly leverage the people-based competitive advantages from India through short- and long-term expatriate assignments. Research limitations/implications The study investigates control and HRM practices from a single country and a single industry perspective. It provides an insight into the normative means of control in foreign subsidiaries of MNCs and enhances our understanding by explaining the integrated relationship that control mechanisms (and their people-centric components) have with HRM practices including the global staffing approaches and expatriate management practices of emerging MNCs. Practical implications Indian MNCs are using their business model to leverage the Australian immigration and skilled visa programme to maintain cost advantages. However, the immigration legislation in developed countries needs to be capable of allowing emerging multinational corporations (EMNCs) to maintain such advantages as developed countries seek to attract foreign direct investment from emerging economies. Originality/value The results indicate that the control practices of EMNCs are similar to the controls exerted by MNCs from developed countries. They also show that EMNCs do not adopt a portfolio approach to global staffing, and that the people-centric components of their control have a clear impact on their subsidiaries’ HRM practices.

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Gupta, Vipin, and Renfeng Qiu. "The Rise of the Indian Multinational Corporations and the Development of Firm-Specific Capabilities." Journal of Business Theory and Practice 1, no. 1 (February 28, 2013): 45. http://dx.doi.org/10.22158/jbtp.v1n1p45.

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Several scholars have strived to explain the rise of emerging MNCs (EMNCs), but a satisfactory<br />understanding of the firm-specific causative factors is still missing. In this paper, we seek to fill this gap<br />in the literature. Since the 1990s, India, like most other emerging markets, has experienced dramatic<br />transformation of her competitive and institutional environment. These transformations have been a<br />catalyst for the rise of Indian multinational corporations (MNCs). We discuss the macro context of the<br />rise of the Indian MNCs during the pre and post reform periods. Then, we analyze the micro<br />foundations of the rise of the Indian MNCs in terms of the development of specialized firm-specific<br />capabilities in the both periods. Finally, we discuss how the profile of the country and firm-specific<br />ownership advantages has evolved, and supported the rise of the Indian MNCs.

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Ahmed, Waquar, and Ipsita Chatterjee. "Contradictory Policies of Neoliberalizing India." Human Geography 6, no. 2 (July 2013): 85–97. http://dx.doi.org/10.1177/194277861300600207.

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This paper examines the tensions and contradictions within the Indian state in its production of socio-economic policies. Pressure of global governance institutions, multinational corporations, and neoliberal states of the global North that back such corporations, have been instrumental in the production of -friendly economic policy in India. Additionally, in representing the interest of the national bourgeois, the Indian state has been receptive to ideas that favor marketization of the economy. However, public pressure, where the poor constitute the majority of the Indian population, has compelled the Indian state to also strengthen welfare. In examining this contradiction of the simultaneous production of neoliberal and welfare policy, we analyze the case of the public distribution system (which is being marketized) on the one hand, and the employment guarantee scheme (that demonstrates strengthening of welfare) on the other.

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Peddi, Sowjanya R. "Multinational Corporations in Indian Food Retail: Why and How Size Matters." Millennial Asia 5, no. 1 (March 6, 2014): 89–117. http://dx.doi.org/10.1177/0976399613518867.

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Shah, Dhara, Bob Russell, and Adrian Wilkinson. "Opportunity and opportunism: The expatriation practices of Indian information technology multinational corporations." Journal of International Management 23, no. 2 (June 2017): 139–50. http://dx.doi.org/10.1016/j.intman.2016.11.001.

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Tigari, Harish, and R. Chandrashekhar. "Multi National Companies in India– A Critical Review." Shanlax International Journal of Economics 7, no. 2 (March 15, 2019): 52–57. http://dx.doi.org/10.34293/economics.v7i2.314.

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India is one of the faster growing emerging economies in the world. For this many industries are contributing that may be Indian or foreign origin company. By observing the statistics, 49.86 % of contribution by MSMEs towards nation export and the remaining by large companies only. MNCs (multinational corporations) are also contributing to the growth of the country by generating employment, the inflow of FDI, transfer of technology etc. The orientations of international business connotatively deal with ethnocentric, polycentric, geocentric, and regiocentric approaches. The MNCs and their profit-making objective always influenced by entry strategies with the time of entry, size of the entry, and place of entry into the foreign market. It also influenced by way of entry into the foreign market by concentrating on FDI with green field and brown field strategies. Here the present paper addresses the multinational corporations in India and their contribution to the economic development of India and attempts to address characterization of MNCs with employment argument and growth prospects of economic variables significantly influenced on different sectors growth in India. The present study attempts to analyze the relationship between foreign companies’ mode of entry with FDI and economic variables by using Karl Pearson coefficient correlation.

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Dissertations / Theses on the topic "Indian Multinational Corporations"

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Imbach, Mathias. "Indian multinational corporations' top management teams Composition and impact /." St. Gallen, 2007. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/03603453001/$FILE/03603453001.pdf.

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Martin-O'Brien, Josiane. "L'internationalisation du management en Inde par la formation : les effets du "PGPMX" sur des managers indiens de grandes entreprises industrielles publiques." Thesis, Paris Sciences et Lettres (ComUE), 2016. http://www.theses.fr/2016PSLED064.

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Dans le contexte des effets de la mondialisation sur une économie émergente, le travail de recherche présenté ici s’attache à démontrer le processus d’ouverture internationale du manager industriel indien. Face aux mutations auxquelles sont confrontées les entreprises de la dixième économie mondiale, il est à la fois l’acteur de l’internationalisation et l’objet des transformations induites par celle-ci. Une recherche empirique et qualitative menée dans des entreprises industrielles indiennes décrit et modélise cette ouverture internationale pour la catégorie des managers intermédiaires, par le biais d’un programme de formation supérieure en gestion international indien, qui sert de cas d’étude : le Post Graduate Diploma in Management for Exécutive – PGDMX- dont le modèle réfèrent est américain. S’appuyant sur une analyse réflexive du discours de managers indiens diplômés PGPMX, ce travail s’attache à s’interroger sur l’homogénéité des pratiques et des théories managériales vis-à-vis de la spécificité de la culture du management à l’indienne. La mobilisation des concepts de la théorie de la pratique de Pierre Bourdieu, conduit à porter son attention sur l’existence d’un habitus international, et d’un gain en capital symbolique, culturel et social pour le manager diplômé du PGPMX. Les résultats montrent aussi une tension entre les nouveaux principes managériaux et les valeurs ancrées dans la culture indienne, en même temps qu’un processus « d’indigénisation sociale » du diplôme. Ce travail s’adresse, certes, aux entreprises publiques indiennes et en particulier aux services RH sur la gestion des talents, mais aussi aux Ecoles de management en Inde et en Occident; ainsi qu'aux entrepreneurs étrangers qui souhaitent développer des activités en Inde, en mettant en évidence la force de la violence symbolique, liée à toute intrusion culturelle, et source de résistance de par la nature autonome de la tradition indienne, à la fois industrielle, culturelle, et humaine
In the context of the effects of globalization on an emerging economy, the research presented here is aimed at demonstrating the process of internationalization of middle managers in Indian industrial enterprises, via advanced management training. These very large public enterprises are both, key actors engaged in deploying globalization effects, and the objects of those transformations. Based on empirical and qualitative study, using semi-structured interviews carried out in these large Indian industrial enterprises, what follows is a report describing and modeling the internationalization of a panel of former participants of a Post Graduated Diploma in Management for Executives (PGPMX), of American MBA inspiration. The originality of this research is to offer a reflexive report of the nature of this training, as the participants experienced it, and the consequences for them professionally and personally. This allows the investigation of the fit of managerial practices and theory as offered by business schools, using the US model vis-à-vis the managerial demands in Indian enterprises, wrapped in the specificities of the Indian culture. As an interpretative strategy, the data gathered from the extensive field work was treated in reference to the project of Pierre Bourdieu—with particular attention to the figure of habitus, and special focus on modifications of capital’—symbolic, cultural and social; Result show a gain in all three, and reveal a residual tension between the new management principles, and the traditional values. This research, should be of value for the Human Resource Development function of Indian Industrial Enterprises, and for the schools of management—both Indian and Western, that offer these training programs. It should also interest foreign enterprises that seek entry into the Indian market, by enabling a better comprehension of the ‘symbolic violence’, associated with the intrusion of foreign cultural practices and values

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Buchholz, Isabelle. "Retention Management of Executives in Multinational Corporations in India." St. Gallen, 2006. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/03604832001/$FILE/03604832001.pdf.

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Muringaseril, Sigu. "Control concepts in multinational corporations (MNCs) : the case of Swiss MNCs with foreign subsidiaries in India." kostenfrei, 2007. http://www.unisg.ch/www/edis.nsf/wwwDisplayIdentifier/3398.

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Reade, Carol Elizabeth Wasbauer. "Organisational identification of managers in multinational corporations : a quantitative case study in India and Pakistan." Thesis, London School of Economics and Political Science (University of London), 1998. http://etheses.lse.ac.uk/1490/.

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This thesis set out to address a prescription that is sometimes made in the management literature. The prescription is that it is vital for MNC employees worldwide to share the core values and goals of the parent organisation, that is, to identify with the organisation as a global entity. The starting point for the present research was not only the prescription itself, but the apparent underlying assumption that exclusive identification with the organisation as a global entity is both possible and desirable. The thesis empirically examined, with the aid of social identity theory, whether managerial employees of MNC subsidiaries might have another main identification foci within the organisation, namely, their local subsidiary. It also examined whether there might be differential antecedent conditions and outcomes of identification with the local subsidiary and the organisation as a global entity. Additionally, the study examined whether those respondents who strongly identify with both levels of the organisation 'outperformed' other respondents. Finally, the study examined whether the type of MNC subsidiary might have an effect on local/global patterns of employee identification. The results of the research indicate that identification in the MNC is not a monolithic phenomenon. Respondents drew a distinction between their subsidiary and the MNC as a global entity. Identification with each level of the organisation was found to have differential antecedent conditions and outcomes. Identification with the global level of the organisation revealed a positive association with a willingness to exert effort for the MNC as a whole, while identification with the subsidiary level of the organisation revealed a positive effect on the desire to remain a member of the organisation over the long term. Those respondents who strongly identify with both levels of the organisation did not 'outperform' other respondents. The type of MNC subsidiary appears to have an effect on local/global patterns of employee identification.

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Muringaseril, Sigu. "Control concepts in multinational corporations (MNCs) the case of Swiss MNCs with foriegn subsidiaries in India /." Niedermann Druck, St. Gallen : Univ. of St. Gallen, 2007. http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=35635054&site=ehost-live.

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Rumpel, Richard. "Čína a Indie: změny v mezinárodním obchodě a vliv na strategii nadnárodních společností." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-113973.

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This thesis is about economic growth of China and India, their present situation and their socio economical problems. Then it describes their position in the international trade, their impact on the changes in the international trade and it concerns itself with the question, if their activity will benefit or harm the world economy. It also describes the impact of China and India on the changes in strategies of multinational corporations.

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8

Lagerström, Lisa, and Liv Larsson. "Röster från gräsrotsaktivister : en studie av kvinnors identitetsskapande kring Coca Cola Companys etablering i byn Plachimada, Indien." Thesis, Mid Sweden University, Department of Social Work, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-520.

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Den liberala ekonomiska globaliseringen har lett till att Indien öppnat upp sin ekonomi och landets politiker välkomnar idag utländska investeringar såsom multinationella företag i hopp om ekonomisk tillväxt. Då Coca Cola Company etablerade en fabrik i byn Plachimada i södra Indien medförde detta miljöproblem i form av vattenbrist och förgiftning, vilket i sin tur ledde till stora sociala problem för byns befolkning. Idag är fabriken stängd på grund av invånarnas långvariga och kollektiva protester i vilka byns kvinnor varit särskilt aktiva. Studiens syfte är att söka kunskap om hur Coca Cola Companys etablering i Plachimada liksom det kollektiva motståndet mot fabriken har påverkat identiteten hos de kvinnor som varit aktiva i motståndet. Syftet är vidare att skapa förståelse för hur kvinnorna ser på ”västvärlden” liksom på sig själva i förhållande till väst. Utifrån studiens syfte har ett kvalitativt och reflexivt arbetssätt tillämpats där ett empiriskt material insamlats genom sex semistrukturerade djupintervjuer med kvinnor bosatta i Plachimada, kombinerat med observationer. Det empiriska materialet har analyserats utifrån teorier om empowerment, kollektiv identitet samt postkolonialism. Resultatet visar att kvinnorna genom deltagandet i protesterna känner sig stärkta, upplever att de har fått större kunskap samt en känsla av stolthet. Studien visar vidare på att det verkar finnas en närvaro både av en identifiering med hembyn – Plachimada och med nationen – Indien hos kvinnorna vi har intervjuat. Resultatet visar även på tankar bland intervjupersonerna som tyder på att koloniala maktstrukturer finns närvarande i kvinnornas syn på sig själva i relation till västvärlden.

The liberal economic globalization has led to the opening of the Indian economy and in hope for economic growth, the Indian government today welcome foreign investments such as multinational corporations. When Coca Cola Company established a factory in the village of Plachimada in the south of India, this led to environmental problems such as water shortage and contamination, which in turn caused big social problems for the villagers. Today the factory is closed as a result of the villagers’ collective protests in which the women of Plachimada have been particularly active. The aim of this study is to seek knowledge about how Coca Cola Company’s establishment in Plachimada as well as the collective protests against the factory has effected the identity of the women who have been active in the protests. The aim is further to create an understanding of how the women perceive the western world as well as themselves in relation to the western world. To accomplish the aim a qualitative and reflexive method was chosen, where an empirical material was collected through six semi structured interviews with women living in Plachimada, combined with observations. The empirical material has been analyzed using theoretical perspectives of empowerment, collective identity and post colonialism. The result shows that the women, through participation in the protests, experience themselves stronger, find that they got more knowledge as well as a feeling of pride. Furthermore the study shows a presence of identification among the women with the village – Plachimada and the nation – India. The result also denotes that colonial power structures are present in the ways the women perceive themselves in relation to the western world.

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性奉, 洪., and Seongbong Hong. "インド家電市場における多国籍企業の競争戦略 : LG電子インド法人の現地化とグローバル統合化戦略の実証研究." Thesis, https://doors.doshisha.ac.jp/opac/opac_link/bibid/BB12905285/?lang=0, 2015. https://doors.doshisha.ac.jp/opac/opac_link/bibid/BB12905285/?lang=0.

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本論文では、急成長を遂げているインド家電市場を取り上げ、同市場に進出した多国籍企業の競争戦略について多国籍企業論の視点から理論的かつ実証的に考察を行った。主にLG電子インド法人が行った市場参入戦略はじめ、各戦略行動について明らかにした。多国籍企業の現地化とグローバル統合化戦略は多次元的な要素を持っており、現地国の環境要素、産業の特性及び、企業の状況に合わせて現地化のレベルを決定する必要があるという含意が得られた。
In this paper I have taken up the India consumer electronics market, which has achieved rapid growth, and theoretically and empirically examined the competitive strategies of multinational corporations, which have advanced into said market from the point of view of multinational corporation theory. I have expounded upon various strategic activities centrally including the market entry strategy conducted by LG Electronics India Pvt. Ltd. The localization and global integration strategies of multinational corporations include many multidimensional factors, and I have established the implication that it is necessary to establish the level of localization to fit the environmental factors of the country in question as well as the features of the industry and state of the company.
博士(商学)
Doctor of Commerce
同志社大学
Doshisha University

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Mehta, Riken. "The role of FDI in Indian growth and infrastructure development." Master's thesis, 2012. http://hdl.handle.net/10071/6429.

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India has seen significant changes in its foreign policy over the past 20 years. The 1991 balance of payment crisis allowed India to embrace international trade by inviting foreign direct investment (FDI) into various sectors within its economy. The significance of these changes has made India the second most attractive destination for FDI behind China. The increase in FDI in India has coincided with the government’s ability to change to a market-oriented economy. By opening its economy to international trade, India has seen a rise in the number of multinational corporations that have moved their operations from their home country. Infrastructure development has benefitted from these enormous changes, with various sectors, including telecommunications, ports and roads, seeing an increase in the number of projects being initiated through the involvement of foreign investors. This paper will aim to highlight the changes that India has gone through since 1991 in the liberalisation of its economy. Furthermore, it will demonstrate how India has grown both, socially and economically, through the encouragement of FDI, comparing the country’s performance to other emerging economies. Finally, it will show how FDI has helped to improve India’s infrastructure development programs, and the challenges the country still faces in providing a standard of living comparable to the developed world.
Nos últimos 20 anos, a Índia tem vindo a observar mudanças significativas a nível da sua política com o exterior. A crise de 1991 da balança de pagamentos permitiu de certa forma a abertura ao comércio internacional, em termos do Investimento Directo Estrangeiro (IDE). Desta forma, as significativas reformas tornaram a Índia o segundo país mais atractivo para o IDE, logo após a China. Por outro lado, o aumento do IDE na Índia coincide com a maior abertura do governo para uma Economia mais aberta, ou seja, mais orientada pelas leis do mercado. Ao abrir a sua Economia ao comércio internacional, observou-se um aumento na deslocação da produção de empresas multi-nacionais para a Índia. Assim, existiu um massivo desenvolimento a nível das infraestruturas locais, que beneficiaram com a produção estrangeira, tendo sido estes benefícios transversais a vários sectores, incluindo as telecomunicações, portos e estradas, que assim tiveram um aumento do número de projectos desde o envolvimento de capitais estrangeiros. Esta dissertação tem como objectivo destacar as principais mudanças pelas quais a Índia passou desde 1991, com a liberalização da sua Economia. Por outro lado, pretende demonstrar como a Índia se desenvolveu tanto a nível social como económico, através do incentivo ao IDE, através de uma comparação com o desempenho de outras economias emergentes. Finalmente, irá mostrar a influência do IDE no desenvolvimento de infra-estruturas, assim como terá em consideração os desafios que Índia continua a enfrentar em termos da qualidade e nível de vida, comparando com países desenvolvidos.

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Books on the topic "Indian Multinational Corporations"

1

Singh, Satwinder. Multinational corporations and Indian drug industry. New Delhi: Criterion Publications, 1985.

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Krishnan, Rishikesha T. Subsidiary initiative & strategic choice in Indian software subsidiaries of multinational corporations. Bangalore: Indian Institute of Management Bangalore, 2005.

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Usha, Menon, ed. The Dutch multinational corporations in India. New Delhi: Manohar, 1987.

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Garg, Arun Kumar. Multinational corporations in India: Export performance and promises. Meerut, India: Friends Publications, 1992.

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Multinational Enterprises in India. London: Taylor & Francis Inc, 2003.

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Banerjee, Swapna. Spatial dynamics of international capital: A study of multinational corporations in India. Calcutta: Orient Longman, 1997.

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Kumar, Nagesh. Multinational enterprises in India: Industrial distribution, characteristics, and performance. London: Routledge, 1990.

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The new resource wars: Native and environmental struggles against multinational corporations. Boston: South End Press, 1993.

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Gedicks, Al. The new resource wars: Native and environment struggles against multinational corporations. Montréal: Black Rose Books, 1994.

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Gedicks, Al. The new resource wars: Native and environmental struggles against multinational corporations. Montreal: Black Rose, 1994.

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Book chapters on the topic "Indian Multinational Corporations"

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L.Taylor, Heather. "Sector Creation and Evolution: The Role of the State in Shaping the Rise of the Indian Pharmaceutical Sectoral Business System." In Multinational Corporations from Emerging Markets, 109–29. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137359506_7.

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Ruet, Joël. "Indian Firms in World Production: The State, Markets, and Innovation." In Strategies of Multinational Corporations and Social Regulations, 77–91. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-41369-8_5.

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Nayak, Amar K. J. R. "Suzuki Motor Corporation, 1982–2004." In Multinationals in India, 135–58. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230227385_7.

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Patibandla, Murali. "Indian Multinational Firms." In International Trade and Investment Behaviour of Firms, 200–204. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190126865.003.0009.

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An important phenomena in recent years is the entry of emerging economy multinational firms on the global stage with important implications on the structure. These countries are China, South Korea, Brazil, Argentina, and India. In the Post-reforms era domestic market has become very competitive, driving Indian companies to acquire world class standards in technology and organization. A consequence of this is several large Indian firms investing oversea markets especially developed countries with both green field ventures and cross-border acquisitions. India’s endowment of largescale skilled manpower (human capital) provided comparative advantage both for exports and international investments. One of the underlying factors for Indian corporations (generally emerging economy multinational firms) investing in developed countries is to develop linkages with the world market in order to leverage strategic resources that in turn promote learning within the firm.

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Surya, Deva. "The Sangam of Foreign Investment, Multinational Corporations and Human Rights: An Indian Perspective for A Developing Asia†." In Human Rights and Corporations, 369–91. Routledge, 2017. http://dx.doi.org/10.4324/9781315252964-10.

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Oswal, Prasad, Winfried Ruigrok, and Narendra M. Agrawal. "Acquiring Firm-Specific Advantages: Organizational Innovation and Internationalization at Indian Multinational Corporations." In Emerging Market Firms in the Global Economy, 3–33. Emerald Group Publishing Limited, 2014. http://dx.doi.org/10.1108/s1569-376720140000015002.

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Bhattacheryay, Suranjan. "Foreign Direct Investment in India Opportunities and Challenges." In Foreign Direct Investments, 937–59. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2448-0.ch039.

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Foreign Direct Investment (FDI) is the dispersal and optimisation of resource packages like human, financial, knowledge, physical and reputational resources. The motivational factors such as natural resources, market resources, strategic resources, efficiency resources, locational advantages, etc., influenced Multinational Enterprises (MNEs) to perform various activities in the host countries. MNEs internationalise business mainly to acquire intangible assets and for balancing resources which they do not possess. India is in receipt of continuous capital flow due to favourable policy management and a strong business environment. Globally, Indian corporations continually display significantly better equity earnings over other countries both developed and emerging. The Government of India is very keen in simplifying FDI rules with an ultimate aim to attract more investors with zero hazards.

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Dharia, Namita Vijay. "Artefacts and Artifices of the Global." In Mapping the Elite, 139–61. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780199491070.003.0005.

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The real estate crash in the Global North in 2008, accompanied by the growth of a comparatively stable real estate market in India, saw a number of architects and allied companies from the Global North enter India’s National Capital Region (NCR). Indian state actors and developers, as well as corporations from the Global North, propagated a discourse of the global in order to generate economic and cultural capital for their work. The discourse operated through and embedded into the built environment and material landscapes of NCR. This paper argues that elite cultures in India need to be understood as an entanglement of local governing and corporate elite with foreign elite actors. It further argues that material environments act as sites through which both local and international groups contest, claim, and reframe the elite identities in India, intimately tying together the global and the elite. Material worlds are integral to understanding the dynamics of elite interactions in the Global North and Global South as they cross language barriers, disseminate knowledge sensorially, and constitute the foci of multinational capitalist intervention in developing countries. This paper is part of a cross-class ethnography of the building construction industry in NCR.

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Kaushal, Leena Ajit. "Multinational Corporations." In Socio-Economic Development, 460–79. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7311-1.ch024.

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Foreign Investors are looking forward to enter organized retail sector, which has a mere 8 percent presence in India, but the present government in India which endorses liberal economic framework proscribe 100 percent FDI in multi-brand retail sector on the grounds of safeguarding small indigenous retailers known as ‘kirana stores'. The objective of the chapter is to explore the importance of Multi National Corporations (MNCs) not only in multi-brand retail sector but otherwise as a potent source of technology, efficiency and equality for farmers and poor, poverty alleviation and growth for a developing economy as a whole.

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Kaushal, Leena Ajit. "Multinational Corporations." In Handbook of Research on Impacts of International Business and Political Affairs on the Global Economy, 154–72. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9806-2.ch008.

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Foreign Investors are looking forward to enter organized retail sector, which has a mere 8 percent presence in India, but the present government in India which endorses liberal economic framework proscribe 100 percent FDI in multi-brand retail sector on the grounds of safeguarding small indigenous retailers known as ‘kirana stores'. The objective of the chapter is to explore the importance of Multi National Corporations (MNCs) not only in multi-brand retail sector but otherwise as a potent source of technology, efficiency and equality for farmers and poor, poverty alleviation and growth for a developing economy as a whole.

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