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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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Chaudhuri, Shekhar, and Pradip N. Khandwalla. "Issues in the internationalization of Indian public enterprises." Vikalpa: The Journal for Decision Makers 10, no. 2 (April 1985): 151–70. http://dx.doi.org/10.1177/0256090919850207.
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Several public enterprises (PEs) from the developing countries are internationalizing their operations, with a few even turning -into multinational corporations. The paper presents evidence from an exploratory study of 36 Indian PEs on their internationalization orientation, and discusses the motives as well as factors facilitating and inhibiting it. The organizational design appropriate for internationalization and some issues in the management of internationalization of PEs are discussed. It notes the potential opportunities and threats internationalizing PEs may pose to MNCs from developed countries and public policy issues pertaining to PE internationalization.
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Rienda, Laura, Enrique Claver, and Diego Quer. "Institutional distance, establishment mode choice and international experience: the case of Indian MNCs." Journal of Asia Business Studies 12, no. 1 (January 2, 2018): 60–80. http://dx.doi.org/10.1108/jabs-01-2016-0015.
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Purpose Focusing on the growing importance of Indian multinational corporations in the past decades, this paper aims to understand how establishment mode decisions in a foreign market can differ depending on a series of factors. Specifically, the authors examine how institutional distance, including cultural distance and political risk, could affect these decisions, and how international acquisition experience could moderate this relationship. Design/methodology/approach The authors test their hypotheses using data from 114 outward foreign direct investments between 2000 and 2010. Findings The findings suggest that experience in international acquisitions increases the likelihood of subsequent acquisitions in high-risk and culturally distant countries. Originality/value By considering that the country of origin also matters, some differences among emerging-market multinational corporations (MNCs) may arise. Besides, since empirical research focusing on emerging-market MNCs is scarce, more empirical studies are needed to analyze the influence of cultural distance and political risk on some decisions. In the case of India, there are also additional motivations for analyzing those institutional factors. First, since this is a country with significant linkages to Western countries, it is interesting to know if the influence of cultural distance is similar or not. Second, there is a lack of empirical evidence on the relationship between political risk and establishment mode choice in the case of Indian MNCs. To fill this gap, the first aim of this paper is to analyze how cultural distance and political risk affect the establishment mode choice of Indian MNCs. Moreover, recognizing international experience to be an important factor in explaining international expansion, we focus on international experience interactions with sources of uncertainty inherent in the host market.
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Jayaraman K and Radhakrishnan N. "The Wings of Development." INTERNATIONAL JOURNAL OF SCIENCE TECHNOLOGY AND HUMANITIES 2, no. 2 (October 30, 2015): 16–22. http://dx.doi.org/10.26524/ijsth46.
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Indian Economy is poised for development particularly after the economic reform that was unleashed in the year 1991. The economic reforms must be viewed in the actual happenings in various areas of Indian Economy. The results of the Indian Economy show that the performance of it does notshare the ideals of the proponents of the capitalism or economists aligned with the free market economic concepts. A bird’s eye view indicates a constant deterioration of Current Account Deficit (CAD), Volatile Forex market, oscillating stock market, agrarian crisis accentuated by the onslaught of BT Cotton and Multinational Corporations (MNCs). Due to the widening fiscal deficit, the Govt. of India had to pledge 400 tonnes worth of Gold with the IMF to tide over the problems it faced then. That time the crisis was lesser in magnitude and impact when we compare this to the present situation.
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Venkataraman, P., Gauri Bhagwat, Vasanti Deshpande, and Kavita Lanke. "Implications of Indian IP policy on patenting activity of pharmaceutical multinational corporations in India." International Journal of Intellectual Property Management 8, no. 3/4 (2015): 249. http://dx.doi.org/10.1504/ijipm.2015.076541.
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Bhattacheryay, Suranjan. "Foreign Direct Investment in India Opportunities and Challenges." International Journal of Asian Business and Information Management 9, no. 4 (October 2018): 1–20. http://dx.doi.org/10.4018/ijabim.2018100101.
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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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Malik, Ashish, Pawan Budhwar, Charmi Patel, and Benjamin Laker. "Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations." Human Resource Management 60, no. 5 (February 24, 2021): 803–23. http://dx.doi.org/10.1002/hrm.22057.
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Ray Moulik, Sujoya, and Sitanath Mazumdar. "Expatriate Satisfaction in International Assignments: Perspectives from Indian IT Professionals Working in the US." International Journal of Human Resource Studies 2, no. 3 (August 9, 2012): 59. http://dx.doi.org/10.5296/ijhrs.v2i3.2141.
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Rapid globalisation and boundaryless business ventures have contributed to a growing number of expatriates working in foreign locales. As a result of this, it is increasingly important that multinational corporations sending their employees for international assignments prioritise expatriate management. The Global Delivery Model followed by the Indian software firms creates a number of onsite (international) opportunities for Indian software professionals. The effective management of expatriates is increasingly been recognised as a major determinant of success or failure in international business. This study attempts to identify factors that impact expatriate satisfaction in the software industry. Using the method of exploratory factor analysis, through a survey conducted of 75 Indian expatriates currently on assignment in the United States, 25 variables which impact expatriate performance have been grouped into five factors and the correlations of these factors with overall expatriate satisfaction have been examined.
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Varma, Roli. "Transnational Migration and Entrepreneurialism: Indians in the U.S. Technology Sector." Perspectives on Global Development and Technology 10, no. 2 (2011): 270–87. http://dx.doi.org/10.1163/156914911x582422.
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AbstractIn the past, large multinational corporations led entrepreneurial activities in the technology sector, creating value and stimulating growth by bringing new ideas to market. Further, they were in charge of the growth internationally. In the last two decades, however, immigrants have increased their percentage in starting technology companies in the United States, as well as investing in technology companies, building business partnerships, allocating resources, exchanging information, and tapping technical expertise in their home countries. This paper presents a case study of Indian immigrants in the U.S. technology sector to demonstrate how entrepreneurialism is changing with transnational migration. Indian immigrants are actively contributing to an emergent global reality where the borders containing them in the field of technology are increasingly virtual, and beyond the control of any country.
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Goyal, Sonu, and Sanjay Dhamija. "Corporate governance failure at Ricoh India: rebuilding lost trust." Emerald Emerging Markets Case Studies 8, no. 4 (October 4, 2018): 1–20. http://dx.doi.org/10.1108/eemcs-06-2017-0166.
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Subject area The case “Corporate Governance Failure at Ricoh India: Rebuilding Lost Trust” discusses the series of events post disclosure of falsification of the accounts and violation of accounting principles, leading to a loss of INR 11.23bn for the company, eroding over 75 per cent of its market cap (Financial Express, 2016). The case provides an opportunity for students to understand the key components of corporate governance structure and consequences of poor corporate governance. The case highlights the responsibility of the board of directors, audit committee and external auditors and discusses the changes required in the corporate governance structure necessary to ensure that such incidents do not take place. The case also delves into the classic dilemma of degree of control that needs to be exercised by the parent over its subsidiaries and freedom of independence given to the subsidiary board, which is a constant challenge all multinationals face. Such a dilemma often leads to the challenge of creating appropriate corporate governance structures for numerous subsidiaries. Study level/applicability The case is intended for MBA courses on corporate governance, business ethics and also for the strategic management courses in the context of multinational corporations. The case can be used to develop an understanding of the essential of corporate governance with special focus on the role of the board of directors, audit committee and external auditors. The case highlights the consequences and cost of poor corporate governance. The case can also be used for highlighting governance challenges in the parent subsidiary relationship for multinational corporations. The case can be used for executive training purposes on corporate governance and leadership with special focus on business ethics. Case overview This case presents the challenges faced by the newly appointed Chairman Noboru Akahane of Ricoh India. In July 2016, Ricoh India, the Indian arm of Japanese firm Ricoh, admitted that the company’s accounts had been falsified and accounting principles violated, leading to a loss of INR 11.23 bn for the financial year 2016. The minority shareholders were agitating against the board of directors of Ricoh India and were also holding the parent company responsible for not safeguarding their interest. Over a period of 18 months, Ricoh India had been in the eye of a storm that involved delayed reporting of financials, auditor red flags regarding accounting irregularities, a forensic audit, suspension of top officials and a police complaint lodged by Ricoh India against its own officials. Akahane needed to ensure continuity of Ricoh India’s business and also act quickly and decisively to manage the crisis and ensure that these incidents did not recur in the future. Expected learning outcomes The case provides an opportunity for students to understand the key components of corporate governance structure and consequences of poor corporate governance. More specifically, the case addresses the following objectives: provide an overview of corporate governance structure; highlight the role of board of directors, audit committee and external auditors; appreciate the rationale behind mandatory auditor rotation; appreciate the consequences of poor corporate structure; explore the interrelationship between sustainability reporting and transparency in financial disclosures of a corporation; understand management and governance of subsidiaries by multinational companies; and understand the response to a crisis situation. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Shubham, Shubham, Vinay Kumar Kalakbandi, and Shashank Mittal. "POSCO’s great Indian fiasco." Emerald Emerging Markets Case Studies 8, no. 4 (December 12, 2018): 1–23. http://dx.doi.org/10.1108/eemcs-02-2018-0014.
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Learning outcomes The case may give students experience with the types of a situation they may encounter when running their own companies or serving as consultants in terms of identifying relevant information and appropriate approaches to dealing with local communities in projects involving the exploration and exploitation of natural resources. The case encourages students to critique the strategy of a firm in managing their different stakeholders. The case may also enhance their understanding of the “new” roles expected of corporations when engaging in projects involving local communities in developing countries. The case can be used to promote awareness of the social and environmental impact of industries associated with the exploration and exploitation of natural resources. Within developed or developing countries, master’s students are often employed by multinational corporations, many of which operate in natural resource industries. A greater understanding of the economic, social, and environmental challenges inherent in corporate social responsibilities programs in these industries may enhance their ability to deal with such situations. Such students are also increasingly likely to find work with non-governmental organizations (NGOs) helping local communities deal with largescale projects and confront major corporations. Case overview/synopsis The case is about the POSCO-India’s project to build 12 MTPA integrated steel plant in the Indian state of Odisha in 2005. The case presents the history of the project, recognizing the different stakeholders groups, the perspectives and interests of different stakeholders groups, the various actions taken by POSCO-India, and the results of the various engagement efforts of POSCO to develop the project. The case deals with the perspective of POSCO-India, Government of Odisha (GoO) and the local community getting affected by POSCO’s project on the issues of social, environmental, and economic sustainability. The case also discusses POSCO’s effort to engage with the local community and state government. The case tries to analyze the issues that come with developing big infrastructure projects. The case provides a framework for evaluating the complexity in engaging with the different stakeholder groups. The paper uses a framework for analyzing stakeholders based on their power, legitimacy, and urgency of their claims. The case will also demonstrate the complex institutional set-up in emerging markets and due to which sometimes it becomes difficult for organizations to implement such exploration projects to fulfill their social and environmental commitments. Finally, the case helps students to explore the implications of large-scale industrial projects especially in developing countries and analyze critically the corporate-society relationship. Complexity academic level The case was developed for master’s level course in business strategy, consulting, business policy, corporate governance, and corporate social responsibility, business ethics, and corporate sustainability in a 90 minutes session. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Awasthy, Richa, and Rajen K. Gupta. "Do Non-work Practices in MNCs Operating in India Impact Organizational Commitment?" Organizations and Markets in Emerging Economies 2, no. 2 (December 30, 2011): 28–52. http://dx.doi.org/10.15388/omee.2011.2.2.14280.
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The present paper establishes the concept of Non-work Practices and explores its impact on organizational commitment. Drawing upon research conducted in four multinational corporations operating in India, the paper examines the degree to which non-work practices are accepted by Indian employees and their relationship with organizational commitment. Concurrent mixed methodology was adopted in which both qualitative and quantitative data were collected. Template analysis was carried out to interpret employees’ feelings and experiences, and to identify the emerging trends. Factor analysis was carried out to find factors of non-work practices, and regression analysis was carried out to study relationship between organizational commitment and non-work practices. The article discusses the findings related to non-work practices: how these practices are experienced and perceived by Indian employees and what is their impact on the commitment of employees, which would in turn affect the effectiveness of the organization.
It was found that since most of the non-work practices were transplanted from the parent company, they were perceived as alien (except in the Anglo-American MNC). Host country employees showed little enthusiasm in carrying out those practices and hence these had no positive impact on their organizational commitment.
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Mahajan, Varun, D. K. Nauriyal, and S. P. Singh. "Trade performance and revealed comparative advantage of Indian pharmaceutical industry in new IPR regime." International Journal of Pharmaceutical and Healthcare Marketing 9, no. 1 (April 7, 2015): 56–73. http://dx.doi.org/10.1108/ijphm-05-2013-0030.
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Purpose – The purpose of this paper is to examine the trade performance, revealed comparative advantage and trade specialisation indices of Indian pharmaceutical in the post-modified Indian Patent Act. Design/methodology/approach – The main data sources for this paper are United Nations Conference on Trade and Development, PROWESS of Centre for Monitoring Indian Economy, Government of India reports and Reserve Bank of India databases. Revealed comparative advantage index (RCAI) and trade specialisation coefficient (TSC) have been calculated in the study. Findings – India is ranked third in regard of TCS, far behind Ireland and Israel. While Ireland has moved up the value chain faster after 1995, Israel has moved up swiftly after 2000 through global production network and supply chain. The Indian pharmaceutical industry, on the other hand, has largely capitalised on its low-cost production of generic drugs and a large domestic market. The RCAI also supports the results of TSC. India is positioned at 11th place, far behind Ireland, which stands tall at the top with distantly followed by Israel, Switzerland, Belgium, the UK, etc. Practical implications – The study shows the policy implications for future sustainable development of the industry as the new IPR regime has given opportunities as well as threats to both domestic pharmaceutical companies as well as the multinational corporations. The Indian pharmaceutical industry can be a good learning experience for other developing countries hopeful to enter the global market for generic drugs. Originality/value – There are no major studies providing detailed analyses of India’s comparative advantage vis-à-vis other leading exporters of pharmaceutical products in the world. This study endeavours to fill this gap. It also attempts to capture recent trends in exports and imports during the global recession period.
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Gahlawat, Neha, and Subhash C. Kundu. "Progressive human resource management and firm performance." International Journal of Organizational Analysis 27, no. 3 (July 8, 2019): 471–93. http://dx.doi.org/10.1108/ijoa-05-2017-1159.
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Purpose This study aims to examine the adoption and efficacy level of progressive human resource management (HRM) practices in various organizations operating in India. Design/methodology/approach Primary data based on 615 respondents from 103 domestic firms and 116 foreign multinational corporations (MNCs) operating in India were gathered and analyzed using statistical techniques like t-test, confirmatory factor analysis and structural equation modeling. Findings The results reveal that the adoption of progressive HRM practices in form of self-managed teams, flexibility to work flexible hours, use of online mediums to invite applicants, selection of candidates using assessment center and integrity test, performance based incentives, flexible benefits, facility of e-learning and innovative management development programs is positively related to firm performance in Indian context. Using institutional and cultural perspective, the findings have also demonstrated that their exist differences in adoption of progressive HRM practices between foreign MNCs and domestic firms. Practical implications Domestic firms in India are needed to learn some important managerial lessons from the foreign MNCs, especially when their adoption of progressive practices results in more increase in firm performance. These are suggested to implement a broad range of innovative HR practices like MNCs to improve growth potential, instead of focusing on two or three practices. Originality/value By exploring the differences between domestic and foreign MNCs, this study has offered some key insights on the extent of adoption and operationalization of progressive HRM in current Indian business environment.
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Mittal, Harini. "HOW DOES THE INSTITUTIONAL CONTEXT OF AN EMERGING ECONOMY SHAPE THE INNOVATION TRAJECTORY OF DIFFERENT TYPES OF COMPANIES? A CASE STUDY OF INDIA." Ekonomicko-manazerske spektrum 14, no. 2 (December 30, 2020): 36–51. http://dx.doi.org/10.26552/ems.2020.2.36-51.
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Institutional voids faced by emerging economies have received a lot of attention in recent literature. However, the impact of institutional voids in an emerging economy on the level of company innovation strategies and output is a less researched topic. Using India as a case study, this paper presents a qualitative assessment of the impact of the institutional context of this emerging economy on innovation strategies and consequent outputs of private Indian companies of various sizes and ages. Primary data for the study were collected by means of surveys, in-depth interviews, and secondary data sources including government reports, World Bank and United Nations reports, research articles, and in-depth industry surveys. The paper concludes that in India, large companies and start-ups are more innovative. Most innovations are imitative in nature, and/or driven by customer requirements, and/or international quality norms. “New-to-the-world” innovations are scarce and are mostly driven by multinational corporations (MNCs), government institutions, and to some extent large Indian companies. The paper concludes that in a rapidly emerging economy like India, large companies are more innovative because of their resilience, internal systems, and capabilities that can overcome voids, and exploit opportunities. The fast-paced transitions have created more opportunities for start-ups than small and medium-sized enterprises (SMEs), thereby creating unequal innovation opportunities for companies of different sizes and ages, as distinct coping strategies are required for innovation to occur.
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Reddy, C. Raghava, and E. Haribabu. "Biotechnology and the Industrialization of Horticulture in India." Outlook on Agriculture 31, no. 3 (September 2002): 187–92. http://dx.doi.org/10.5367/000000002101294038.
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This paper delineates changes in the organization of the production of horticultural plants as a result of the introduction of plant tissue culture techniques in India. Conventionally, horticultural plantlets have been produced in farmer-managed nurseries by using traditional plant breeding techniques such as grafting, budding, layering, seed propagation, etc. Over several centuries, the production process was organized as a craft, based on empirical experience. During the last decade, many multinational corporations and large Indian industrial companies have made substantial investments in horticulture by deploying tissue culture. In a comparative study of nurseries using conventional plant breeding techniques and plant tissue culture, it was observed that production processes had undergone several changes as a result of the introduction of tissue culture. In traditional nurseries the production process was organized according to the simple division of labour. In contrast, plant tissue culture technology was introduced within a complex organizational structure with a formal hierarchy similar to that of the manufacturing industry. Plant tissue culture has ushered in the industrialization of horticulture.
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Shah, Mohammed Raza. "The Historic Connotations of Culture in Human Resources Management in the Global and Indian Perspective." Science Documents 1, no. 2 (April 15, 2019): 18–24. http://dx.doi.org/10.32954/synsdocs.2019.001.05.
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Human Resource management (HRM) seems to be as old as mankind’s history. It can be argued that HRM existed right from the time of Adam and Eve. Although the history of HRM has mostly been studied as a present modern history, its annals are highlighted since eighteenth century. The historical perspective falls short to present the Central Asian perspective vis- a-vis Russian, Chinese and Islamic world’s view. Management researchers have failed to analyze the religious beliefs’ and cultural impact in the growth of HRM. For many years, there has been a misleading view that the HRM has been seen and interpreted as a Western concept, then re-introduced into other parts of the world. Class hierarchy is the major obstacle to the goal of social justice and it continues to be a major obstacle to social progress even today. Indian society is based on caste system in which Brahmins are at the top most position whereas Dalits are at the least position of the society. With the advent of Multinational Corporations (MNCs) in India the HRM is revolutionized forever. It can be said that although many studies have been conducted in India on HRM issues, it is still in the transient stage. This study is descriptive and narrative, and depicts the HRM practices and evolution in China, Russia, U.K., America, and India, focusing on historic connotations of the HRM and its impact on the employees’ psyche. This study also seeks to highlight the realities, myths and divide of Western and Eastern/Asian HRM styles. This paper suggests the need to focus on the potential for comparison in cross-cultural dialogue in HRM particularly in the age-old civilizations, where HRM had not been given its due importance, rather under-estimated.
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Mehrotra, Sonia, Uday Salunkhe, and Ishani Chakraborty. "Patanjali: an Indian FMCG on growth path." Emerald Emerging Markets Case Studies 7, no. 2 (June 3, 2017): 1–35. http://dx.doi.org/10.1108/eemcs-07-2016-0159.
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Subject area Strategy. Study level/applicability MBA. Case overview On 20 May 2016, the Management team at Patanjali Ayurved Limited (PAL), an Indian fast-moving consumer goods (FMCG) company, had assembled in their Haridwar office, India, to discuss their future growth plans. The team was in a celebratory mood, as their internal reports suggested the annual revenue forecasts for the year 2016-2017 to be INR 10bn, an increase of 100 per cent as compared to the previous fiscal year 2015-2016 that recorded annual revenues of INR 5bn. PAL incorporated in 2006 and co-founded by Acharya Balkrishna operated in four business segments of foods, personal care, home care and Ayurved products. The products sold under the brand name Patanjali were single-handedly promoted by Swami Ramdev (hereafter referred as Ramdev), a popular Yoga practitioner and preacher amongst the Indian masses, as well as PAL’s co-founder. Ramdev recommended PAL’s products in his yoga sessions on television and yoga shibirs which had led to huge positive “word-of-mouth” publicity for their brand Patanjali. Their fast-paced growth in less than a decade had generated a disruption in the Indian FMCG sector, resulting in a negative impact on the sales of established multinational corporations (MNCs) such as Colgate-Palmolive, Hindustan Unilever Limited (HUL), ITC Limited (ITC), besides the domestic players such as Dabur India Ltd. and Emami Ltd. This had led their FMCG competitors to launch plans to strengthen their product portfolios so as to provide a tough competition to PAL. The management team at PAL, though confident of achieving their annual revenue targets, were apprehensive of this new competition from the big players of the FMCG sector. Were they capable of continuing their success story? Going forward what strategic steps would ensure them a sustainable growth and a market leader position? The mood turned reflective as the team pondered on some of these questions. Expected learning outcomes The case is structured to enable discussion on: conducting and understanding a general environment analysis and industry and competitive analysis and critically evaluating the firm’s strategic positioning and scope in a competitive environment. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Karki, Rajnish. "Corporate Strategy of Indian Organizations: The ‘Root–Branch’ Framework." Vikalpa: The Journal for Decision Makers 29, no. 3 (July 2004): 1–14. http://dx.doi.org/10.1177/0256090920040301.
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Corporate strategy questions relating to the appropriate measures of performance, the rate of growth and extent of diversification, and the ways to mobilize resources and develop requisite competencies are of current and high importance to Indian organizations. In the coming decade, they need to adopt rigorous and appropriate corporate strategy approaches as they face a complex, fast changing, and globalizing business environment. Since the beginning of strategic management discipline, the four major corporate strategy frameworks that have emerged are - SWOT in the 1960s, Strategic Planning Matrix in the 1970s, Competitiveness in the 1980s, and Core Competency in the 1990s. Based on an assessment of the frameworks, corporate strategy is considered as a response to imperatives in the evolutionary and emerging contexts and the perspective of the coming decade is taken to explore the Indian business situation. The imperatives for corporate strategy of Indian organizations in the coming decade are: From the evolutionary context — Correcting the mindset of dependency on the government; going beyond rationalization of businesses; establishing tight linkages between corporate and business strategies with operations; venturing into new areas; and, building on success against multinational corporations. From the emerging context — Large, growing, and internationalizing Indian economy; globally integrated capital markets; information and communication technologies; tenets of governance; and, management resource and capability. As these imperatives are different and variegated and do not match with any single period of American business, the existing frameworks are inadequate in terms of patterns responded and inappropriate in terms of analytical approaches and prescriptions. A ‘root-branch’ corporate strategy framework addresses the contextual patterns and imperatives of an organization. It conceptualizes corporate strategy of an organization as a gestalt of three sets of components — ‘root’ as the first level response to the commonalities in the context shared by all the organizations; a ‘branch’ or types of strategic direction depending on its match with requirements and characteristics of a type; and components based on its industry-and company-specific factors. The frame- work can be applied to any geographical or sectoral situation, and root and branch components can be delineated based on the analysis of imperatives in evolutionary and emerging contexts. For Indian organizations in the coming decade, corporate strategy should be built around: the root of ‘being honest’ and ‘being world-class’ one of the three viable branches or types of strategic direction - ‘India focused,’ ‘India diversified,’ and ‘global focused.’ In conclusion, the three viable and effective corporate strategies for Indian organizations in the coming decade are — “Being honest + Being world-class + India focused,” “Being honest + Being world-class + India diversified,” and “Being honest + Being world- class + Global focused.” To be successful, the agenda of an organization is to achieve and sustain consistency among the various components and with the requirements of ‘root’ and chosen ‘branch’ or strategic direction. And the agenda will need to be translated into and be implemented through a well-calibrated sequence of business and organizational initiatives.
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Parida, Biswajita, Sanket Sunand Dash, and Dheeraj Sharma. "Role of culture-specific rights, responsibilities and duties in industry 4.0: comparing Indic and Western perspectives." Benchmarking: An International Journal 28, no. 5 (April 29, 2021): 1543–57. http://dx.doi.org/10.1108/bij-05-2020-0257.
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PurposeThe increasing globalization of business has led to increasing demand for executives who can function in cultural milieus different from their own. This demand has been exacerbated by the fact that globalization has not led to cultural homogenization and hence, for good or bad, executives are not able to universally apply the home country's conceptualizations of rights, responsibilities and duties and must operate within the constraints of host country's cultural environments. Hence, business scholars and global executives increasingly need to reflect on the conceptualization of rights, responsibilities and duties; understand the historical context which has led to different conceptualizations across geographies and appreciate and harness these differences for improving business effectiveness. This paper helps in this endeavor by explaining the differences and similarities that exists between the Indian and Western cultures regarding the concepts of roles, responsibilities and duties. This exposition will help multinational organizations improve their internal practices and employee training methods.Design/methodology/approachThis study attempts to trace the differences and similarities in the conceptualization of rights, duties and responsibilities between the Western tradition and the Indic tradition by literature review. The Indic tradition refers to the broad cultural paradigm that shapes the thinking of the people of Indian subcontinent. The prominent sources of the Indic tradition include Hinduism and Buddhism. India was a British colony for two hundred years and is home to one of world's largest English-speaking population. There are more Muslims in the Indian subcontinent than in the Middle East (Grim and Karim, 2011). Hence, the Indic tradition has also been substantially influenced by the Western and Islamic traditions.FindingsThe paper argues that Westerners and Indians have different conceptualization of rights, duties and responsibilities and their relative importance. Broadly speaking, Indian ethos focuses on context-specific responsibilities while the Western attitude focuses on universal rights. These differing conceptualizations have been shaped by the cultural history of the two regions and are manifested in the decision-making styles, levels of individual autonomy and views on the ethicality of actions. There is a need to train expatriate Western and Indian managers on these issues to enable smooth functioning.Research limitations/implicationsThe cross-cultural literature has tended to lump together all non-Western civilizations under the category of East thereby ignoring significant differences between them. The Far-East countries of China, Korea, Taiwan and Japan have been highly influenced by the Confucian ethics. India-specific social systems like the caste system, division of human life span into stages with specific responsibilities, enduring worship of nature and Western influence through colonization have been absent in these countries or much less marked. The paper aims to bring forward the distinguishing features in Indian thought that contributes to its distinctive attitude toward rights, responsibilities and duties; contrast it with the Western views on rights and duties and identify the relevance of the discussion to the business context.Practical implicationsThe cross-cultural training needs to emphasize both conflict resolution and behavioral aspects. For example, the conflict resolution process in Western countries can be more algorithmic with conflicts being rationally determined by consistent application as well-defined rules (as nature of duties is more universal in Western tradition). On the other hand, conflict resolution practices in India need to be contextual and may require appeals to higher ideals (as nature of duties is more contextual and idealistic in Eastern tradition).Social implicationsThe differences in attitudes regarding rights, responsibility and duties between the West and India suggest the need for cross-cultural training of managers and contextual conflict resolution techniques. The need is exacerbated by the increase in the number of multinational corporations (MNCs). Earlier, most MNCs were headquartered in the West and hence cross-cultural training was primarily geared to help Western expatriates fit into the host country culture (Nam et al., 2014). The growth of Asian MNCs has increased the need of cross-cultural training for Asian expatriates (Nam et al., 2014).Originality/valueThe training processes can be customized to supplement cultural strengths and promote behaviors that are culturally inhibited. Employees in India can be trained to emphasize the value of assertiveness in communication, the need to articulate one's personal success and appreciate the rigid nature of rules in Western contexts. Similarly, Westerners can be trained to emphasize the importance of context in business interactions, the need to forge personal relations for business success and the importance of paternalistic behavior in securing employees commitment.
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Arora, Nitin, and Preeti Lohani. "Does foreign direct investment spillover total factor productivity growth? A study of Indian drugs and pharmaceutical industry." Benchmarking: An International Journal 24, no. 7 (October 2, 2017): 1937–55. http://dx.doi.org/10.1108/bij-09-2016-0148.
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Purpose Foreign firms have certain advantages which may spillover to domestic firms in the form of improvements in total factor productivity (TFP) growth. The purpose of this paper is to empirically observe the presence of TFP spillovers of foreign direct investment (FDI) to domestic firms through analyzing source of TFP growth in Indian drugs and pharmaceutical industry. Design/methodology/approach This paper examines the sources of TFP spillovers of FDI in Indian drugs and pharmaceutical industry over the period 1999 to 2014. The data of 304 firms has been used for estimation of the growth rates of TFP and its sources under stochastic frontier analyses based Malmquist productivity index framework. For frontier estimation, the Wang and Ho (2010) model has been executed using translog form of production function. Findings The results show that there exists significant TFP spillover effect from the presence of foreign equity in drugs and pharmaceutical industry of India. The results also show that the major source of TFP fluctuations in the said industry is managerial efficiency that has been significantly affected by FDI spillover variables. In sum, the phenomenon of significant Intra-industry (horizontal) efficiency led productivity spillovers of FDI found valid in case of Indian drugs and pharmaceutical industry. Research limitations/implications The number of foreign firms is very less to imitate the significant impact of foreign investment on TFP growth of Indian pharmaceutical industry at aggregated level; and the Wang and Ho (2010) model is failing to capture direct impact of FDI on technological change under Malmquist framework. Practical implications Since, there exists dominance of domestic firms in Indian drugs and pharmaceutical industry, the planners should follow the policy which not only attract FDI but also benefit domestic firms; for example, developing modern infrastructure and institution which will further help domestic firms to absorb spillovers provided by the Multinational Corporations and also accelerate the growth and development of the economy. Social implications In no case, the foreign firms should dominate the market share otherwise the efficiency spillover effect will be negative and the domestic firms will be destroyed under the self-centric approach of foreign firms protected by the recent patent laws. Originality/value The study is a unique attempt to discuss the production structure and sources of TFP spillovers of FDI in Indian drugs and pharmaceutical industry with such a wide coverage of 304 firms over a period of 16 years under Wang and Ho (2010) model’s framework. The existing studies on TFP spillovers are using either a small sample size of firms or based upon traditional techniques of measuring spillover effects.
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Sass, Robert. "Labor Policy and Social Democracy: The Case of Saskatchewan, 1971–1982." International Journal of Health Services 24, no. 4 (October 1994): 763–91. http://dx.doi.org/10.2190/gb02-ewuk-0tfk-elfl.
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This article analyzes labor policy, especially that of occupational health and safety, initiated by the Saskatchewan New Democratic Party (NDP) from 1971 to 1982. The NDP was perceived by Canadian provincial labor federations and the Canadian Labour Congress as the government most approximating a European labor party. The provincial labor legislation was seen as exemplary, and the occupational health and safety legislation as a “beacon” for the rest of Canada. This article suggests that the advances in occupational health and safety statute and regulations were a direct response to the government's policy to develop uranium mining. In order to pursue a vigorous renewable and nonrenewable resource policy, the government maintained that uranium could be mined “safely.” This resulted in “progressive” health and safety legislation and the reinforcement of the colonial status of people of Indian ancestry. This policy of growth and development also resulted in joint venture relationships with multinational corporations and increasing investments in the north for nonrenewable resource development. Prior to the landslide defeat of the NDP in 1982 by the Conservative Party, the richest 5 percent of Saskatchewan people earned as much, in total, as the poorest 50 percent. Meanwhile, ordinary workers experienced declining real wages and increased employment insecurity.
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M. C., Arvind Babu, and Satyanarayana Rentala. "Role of Leadership and Corporate Governance: The Case of Tata Group and Infosys." FIIB Business Review 7, no. 4 (December 2018): 252–72. http://dx.doi.org/10.1177/2319714518813589.
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Is your job secured? Do layoffs happen? How long do you plan to work in the same organization? How is your performance rated? These are the set of typical questions asked to bottom-level employees working in multinational corporations. Possibly, gone are the days when an employee used to engage with a firm for a long period of their career. Attrition rate is becoming higher in many firms due to endless reasons. But how far do such trends apply to top-level or C-suite employees? Are they equally impacted such as middle- and bottom-level employees in various circumstances or taken care well by founders and boards of the organization? In this case study, an attempt was made to see if we can get some answers to these questions by considering the recent issues that happened in Tata Group and Infosys during recent times. Expulsion of Cyrus Mistry from Tata Group in 2016 and Infosys 2017 saga rocked the Indian corporate image worldwide and raised issues concerning corporate governance practices. The journeys of an insider chairman of a conglomerate and a technocrat CEO were cut short by two business tycoons Ratan Tata and Narayana Murthy in a much unexpected manner which brought a bad reputation to them. It raises issues regarding leadership styles and roles in such business empires. Transparency, accountability and security are the three pillars of corporate governance, which seem to have failed in these two organizations. It also raises a serious question of credibility, integrity and business ethics of leaders in handling these two issues with the verbal criticism which continued for days in public forum.
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Peleggi, Maurizio. "When art was political: Historicising decolonisation and the Cold War in Southeast Asia through curatorial practice." Journal of Southeast Asian Studies 50, no. 4 (December 2019): 645–54. http://dx.doi.org/10.1017/s0022463420000107.
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In Asia, and in Southeast Asia in particular, the Cold War was far from cold, witnessing the most deadly conflicts and political massacres of the second half of the twentieth century. Also, the clash of ideologies there did not follow a binary logic but included a third force, nationalism, which was rooted in the anticolonialist movements of the interwar years and played a significant role even in countries that decolonised peacefully after the end of the Second World War. The Cold War thus overlapped with the twin process of decolonisation and nation-building, which had its founding moment at the Asian-African Conference at Bandung in 1955, where the non-aligned camp, which advocated a neutral position vis-à-vis the two rival blocs, coalesced (one year ealier, the anticommunist Southeast Asia Treaty Organization had been established). Postcolonial aspirations to national progress that tied socioeconomic development to the civic and cultural elevation of the citizenry were widely shared among newly decolonised countries. By the mid-1960s, however, the utopian ‘Bandung Spirit’ had lost ground to Cold War realpolitik; intra-Asian and communal conflicts fomented by Cold War enmities (the Sino–Indian War of 1962, the Indo–Pakistani War of 1965, Indonesia's anticommunist purges of 1965–66) along with the escalation of the Vietnam War and the consequent exacerbation of regional divisions, belied governments’ earlier commitment to human rights, Third World solidarity and world peace. The authoritarian involution of several Asian countries that were often American allies, redoubled by the opening of their economies to multinational corporations, led many artists and intellectuals to embrace political activism. The conception of art as a revolutionary instrument in the service of the masses had been famously articulated by Mao Zedong at the Yan'an Forum in 1942. In China, Mao's prescriptions on art were sidelined, though never officially repudiated, only in the early 1990s, following the end of the Cold War and the adoption of a socialist market economy, by acknowledging the necessity ‘to respect and guarantee the creativity of individuals’.
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Schweizer, Roger, and Katarina Lagerström. "“Wag the Dog” initiatives and the corporate immune system." Multinational Business Review 28, no. 1 (December 2, 2019): 109–27. http://dx.doi.org/10.1108/mbr-07-2019-0059.
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Purpose This paper aims to contribute to the subsidiary initiative literature by studying the interaction between a headquarters and its subsidiary during an initiative process that has the potential to “wag the corporate dog” that is, for the global corporation’s promising subsidiary initiative in a strategically important emerging market to question the corporation’s prevailing schemata. Design/methodology/approach The longitudinal single case study draws on evidence from the Indian subsidiary of Swedish Volvo Bus and its efforts to introduce a value product in India. Findings The study argues that wag the dog initiatives provoke the corporate immune system independent of the initiative’s potential and the subsidiary’s autonomy and legitimacy. If the idea behind the wag the dog initiative is perceived as strategically important for the multinational corporation, then the corporate immune system tries to engulf – most likely unsuccessfully – the idea within the prevailing schemata. Failed attempts to engulf the initiative weaken the corporate immune system temporarily, thereby opening the organization to revitalization of the original initiative. Resistance, even though weakened, from the corporate immune system continues to exist. Practical implications Subsidiary managers need to avoid having their headquarters perceive an initiative as a wag the dog initiative by balancing their need to sell persistently the initiative with avoiding negative attention. Originality/value This study is a pioneer in explaining how the corporate immune system reacts towards wag the dog initiatives taken from subsidiaries in large emerging markets.
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Pant, Jyoti Joshi, and V. Vijaya. "Management of Gen Y Employees Through Psychological Contract - 'An Exploratory Study in IT/ITES Companies'." SDMIMD Journal of Management 6, no. 1 (March 1, 2015): 24. http://dx.doi.org/10.18311/sdmimd/2015/3962.
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<p>Globalization has led to diverse workforce for most of the multinational corporations. Today's workforce is highly diverse based on Gender, Race, Ethnicity, Nationality, Age, Physical capabilities at a surface level and values, attitudes, personality, education and religion at a deeper level.</p><p>Diversity Management means valuing the differences in people. In India, Diversity mostly referred to gender related initiatives in the past. But today companies are moving to include national culture, age, physical ability and sexual orientation. In the context of generational diversity, four generations exist at workplace today namely the Veterans, Baby Boomers, Gen X and Gen Y. Gen Y is born between 1980 and 2000 make up 25% of the world population and nearly half the Indian population. They will soon form the largest employee base for organizations around the globe. However there is lack of substantial academic research on Indian Gen Y. <strong>Purpose</strong>: The study tries to explore and understand the important workplace expectations of Gen Y through the lens of psychological contract. 11 focus group discussions were held with 89 Gen Y employees currently working in IT/ITES companies. It further explores the unique expectations of Gen Y women and Gen Y differently-abled employees which may contribute to the unique elements in their psychological contract. <strong>Research Design/Methodology</strong>: Focus Group Discussions <strong>Exploratory study Findings</strong>: The study revealed that Salary, Career Growth, Opportunities at work, Job Satisfaction and Work Life Balance emerged as the top expectations of Gen Y as a whole. However it was interesting to note that when comparison was made between men, women and differently-abled employees within Gen Y, the expectations were completely different with only challenging work being common to all the three groups. <strong>Research Limitations</strong>: This study is an exploratory study with focus groups and qualitative data. A further large scale cross sectional study needs to be done with quantitative analysis to confirm the important workplace expectations of Gen Y. Study is limited to IT/ITES employees in Bengaluru. Only three specific employee groups under Gen Y namely men, women and differently-abled were explored due to time constraints. Studies in the future can include more employee groups like ex-army employees, employees from rural and urban background, LGBT etc. <strong>Practical Implication</strong>: If IT/ITES organizations want to attract engage and retain young Gen Y employees, they must proactively understand the needs and expectations of these youngsters. It is also critical that specific needs of various employee groups within Gen Y are also understood and met. <strong>Originality</strong>: Until now most organizations have had a reactive approach to managing diversity either as a response to a minority discrimination case or legal compliance. The paper argues for a more proactive approach to managing Generation Y expectations using psychological contract framework which has never been proposed before.</p>
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Chaudhuri, Sanghamitra, Malar Hirudayaraj, and Alexandre Ardichvili. "Borrow or Grow: An Overview of Talent Development/Management Practices in Indian IT Organizations." Advances in Developing Human Resources 20, no. 4 (October 1, 2018): 460–78. http://dx.doi.org/10.1177/1523422318803345.
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The Problem In recent years, as India started to emerge as the IT (information technology) super power and the supplier for human capital trained in IT to the Western world, a plethora of talent management and development issues have started coming to the surface. Given the vastness of India’s young and diverse human resources, the concerns center less around availability of talent and more around managing and developing the available talent to suit local needs. Furthermore, concerns are raised over excessive reliance on Western models of TD/TM (talent development/talent management) in Indian organizations and their implementation without significant adaptation to local cultural and institutional conditions. The Solution This study explores TD/TM strategies in three different business organizations using the case study method. The three organizations are a multinational corporation headquartered in India, a foreign multinational organization with subsidiaries in India, and a smaller local business organization. The article discusses (a) the commonalities and differences in the TD/TM strategies followed by three different types of organizations, (b) the use of home-grown strategies and strategies borrowed from the West, (c) the trends and challenges of TM/TD practices facing the IT industry. The Stakeholders Chief learning officers, directors of human resources, HRD scholars
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Dixit, Mukund R. "Taking Charge and Leading Reinvention: Some Insights." Vikalpa: The Journal for Decision Makers 31, no. 1 (January 2006): 73–83. http://dx.doi.org/10.1177/0256090920060106.
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This paper presents the insights obtained from a study of reinvention efforts of five Preliberalization Indian Organizations (PLIOs) in India. It delineates the process of taking charge and the phases in reinvention. PLIOs—public sector undertakings, subsidiaries of multinational companies, corporations set up by large business houses, and cooperative enterprises — found themselves at crossroads as the economic reforms with their thrust on competitiveness, globalization, and privatization unfolded. The business challenges posed by the reforms were accentuated by the changes in the communication and information technologies that broke the distance and time barriers. In addition, the PLIOs had to grapple with new ideas, concepts, frameworks, and processes in managing organizations. They had to build capabilities to face new entrants with superior experience and reach and compete for a share in the domestic and international markets. They also had to build capabilities to explore new opportunities. The gap between what needed to be accomplished and what the organizations were immediately capable of accomplishing was significant. The leaders of the organizations studied had initiated efforts to reinvent themselves and build the capabilities needed. While their business domains differed, they faced similar problems in initiating the reinvention, similar learning and unlearning challenges, and similar phases in effecting the reinvention. Each leader was empowered to design and implement the reinvention. While the overall expectations were spelt out, the approach and the actions were not. The organizations passed through similar phases. The phases identified by the paper are: House-keeping and catch-up, experimentation and innovation, and dynamic multiplication. The paper discusses in detail the facilitators and constraints in each phase and the issues in making the transition from one phase to the other. The major findings of the paper are as follows: The duration of the organization in each phase and its transition to the next were dependent on the response of the stakeholders to the initiatives of the organization and the consequent pay-offs and spin-offs. The leaders who made it to the next phase did not wait till the current phase was fully completed. They disengaged themselves from active involvement in the phase while it was still on and committed resources to the next phase. Both the leader and the organization learnt and unlearnt together as the reinvention effort passed from one phase to the next. The paper points out that it is important to recognize the contribution of the leader and the managers involved to the reinvention success, especially the middle managers, and reward them to retain their competencies. The paper also notes that reinvention efforts could lead to complacency and decline. The leaders should guard themselves and their organizations against them.
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Saraswat, Satya Prakash. "Reflections on Spiritual Foundations of Human Values for Global Business Management." Vision: The Journal of Business Perspective 9, no. 3 (July 2005): 1–9. http://dx.doi.org/10.1177/097226290500900301.
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Recent financial scandals at large multinational corporations such as Enron and WorldCom have brought into focus the need for “ethical” management in multinational corporations. For a deeper understanding of the issues, the spiritual foundation of ethics also need to be included in the academic dialogue and professional practice. In the Western countries, the discussion of spirituality in management is often limited to the Judeo-Christian tradition. With India and China becoming important players in the global economy, their spiritual traditions need to be included in the discourse to make it more comprehensive and relevant. This paper identifies fourteen principles of ethics from the Bhagavad-Gita and argues that it can be assimilated in the management practices of global corporations from a non-sectarian perspective. It identifies the sources of Hindu spirituality relevant to global business management, adumbrates the architecture of spirituality for business ethics, and provides an intellectual justification for a discussion of Hindu spirituality in relation to management.
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Raghavan, Achal. "Going Global and Taking Charge: The Road Ahead for the Indian Manager." Vikalpa: The Journal for Decision Makers 33, no. 4 (October 2008): 61–68. http://dx.doi.org/10.1177/0256090920080405.
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Till a few years back, the term “MNC” (Multinational Corporation) in India meant an organization with its headquarters located outside of India, and having a presence in India as a part of its global network. In other words, in Indian eyes, “MNC” meant a “foreign” company which has come into India. In recent times, however, the business world has seen the emergence of a new breed of companies which is beginning to be referred to as “Indian MNCs.” The Indian MNC is a company which is Indian in origin, now spreading its wings to set up operations in various markets around the world. Increasingly, Indian MNCs have resorted to mergers and acquisitions (M&As) as a favourite method for jump-starting their global expansion. Tata Steel, Hindalco, Suzlon, Bharat Forge, and Sundram Fasteners are typical examples of such Indian companies. As more Indian companies push ahead with their aggressive global growth strategies, many middle and senior management personnel in these organizations are faced with significant challenges. They have to “go global and take charge” in a very short time, and learn how to manage complex businesses on a global scale. They need to acquire the managerial skills needed to deal with varied customer needs and diverse competitive forces; learn to work with team members from different cultural backgrounds; and also learn how to manage the companies that have been acquired through the M&A route. In this article, we take a look at these new challenges the Indian manager has to face in this era of globalisation of emerging Indian MNCs, and suggest some strategies to cope with them. We examine the elements of the “global mindset” that is becoming essential for the Indian manager's success, and explain the key dimensions of three research-based models that will help him understand cultural differences that prevail across the globe. We also examine some real-life examples of the strategies that Indian MNCs have begun to adopt, as they pursue their vision of becoming global leaders in their industries.
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Kumari, Nisha. "A Study on the Role of Multinational Corporation in the Indian Economy." RESEARCH REVIEW International Journal of Multidisciplinary 5, no. 11 (November 14, 2020): 84–86. http://dx.doi.org/10.31305/rrijm.2020.v05.i11.017.
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Jessop, Anna, Nicole Wilson, Michal Bardecki, and Cory Searcy. "Corporate Environmental Disclosure in India: An Analysis of Multinational and Domestic Agrochemical Corporations." Sustainability 11, no. 18 (September 5, 2019): 4843. http://dx.doi.org/10.3390/su11184843.
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The existing corporate environmental disclosure (CED) research focuses primarily on large companies operating in a single jurisdiction, leaving a gap of knowledge regarding the subsidiary operations of multinational corporations. In this study, consolidated narrative interrogation (CONI) is used to quantify CEDs presented in annual and stand-alone sustainability reports published over a 15-year span between 2002 and 2016 by agrochemical companies operating in India. Results show that the diversity, the quantity, and the quality of CED vary significantly, but generally each of them has been improving over time—most notably following the revisions to the Companies Act in 2013. The study finds that the subsidiaries of multinational agrochemical corporations implemented CED practices more strongly associated with those of domestic companies than those found in the reports produced by their parent companies. The CED of both subsidiary and domestic companies appears to reflect concerns of local legitimacy.
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Dixit, Mukund R. "The concept and practice of scanning and appraisal of the external environment." Vikalpa: The Journal for Decision Makers 10, no. 2 (April 1985): 119–40. http://dx.doi.org/10.1177/0256090919850205.
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This article traces the processes of scanning and appraisal of the external environment as practised by large corporations—both domestic and multinational—operating in India. The sample consists of 18 domestic and 6 multinational companies. Data were gathered from senior managers involved in corporate planning of these companies. As a prelude to presentation of results of research, relevant literature survey is given highlighting similar research done elsewhere. Thereafter, the dynamics of environmental scanning processes are described in adequate detail. The concluding section describes the host of constraints the corporate environmental scanner faces and the ways of overcoming them.
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Sengupta, Subir, and Katherine T. Frith. "Multinational corporation advertising and cultural imperialism: A content analysis of Indian television commercials." Asian Journal of Communication 7, no. 1 (January 1997): 1–18. http://dx.doi.org/10.1080/01292989709388295.
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Kulkarni, Mukta, Stephan Alexander Boehm, and Soumyak Basu. "Workplace inclusion of persons with a disability." Equality, Diversity and Inclusion: An International Journal 35, no. 7/8 (September 19, 2016): 397–414. http://dx.doi.org/10.1108/edi-08-2016-0066.
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Purpose The purpose of this paper is to integrate research on human resource systems with work on disability management practices to outline how multinationals across India and Germany are engaged in efforts to increase workplace inclusion of persons with a disability. Design/methodology/approach Semi-structured interviews with respondents from multinational corporations in India and Germany were conducted, transcribed, and analyzed. Findings Employers followed three guiding principles (i.e. beliefs): importance of harnessing diversity, encouraging multi-stakeholder engagement internally, and engaging with the external ecosystem to build internal human resource capabilities. Respondents further noted two interdependent and mutually constitutive programs that covered the life cycle of the employee: job flexibility provisions and integration programs. Country-specific differences existed in terms of perceived external stakeholder support and availability of talent. Research limitations/implications The results complement prior research with respect to the importance of organizational factors for the inclusion of persons with a disability and also extend prior research by shedding light on the role of the national context in such inclusion endeavors. Practical implications Findings indicate that disability-inclusion principles may be universal, but their operationalization is region specific. Global organizations must be aware of these differences to design effective inclusion programs. Social implications The study helps in designing and evaluating appropriate inclusion initiatives for persons with disabilities, an important yet underutilized group of potential employees in both India and Germany. Originality/value This is the first study to investigate country-specific commonalities and differences in fostering workplace inclusion of persons with disabilities in India and Germany.
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Sholeh, Moh. "Kajian Kritis Tentang Standar Nasional Pendidikan (SNP)." AL-TANZIM : JURNAL MANAJEMEN PENDIDIKAN ISLAM 1, no. 1 (January 15, 2017): 36–55. http://dx.doi.org/10.33650/al-tanzim.v1i1.26.
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Pendidikan tidak terlepas dari perubahan tersebut. Kehidupan politik, sosial-ekonomi, mengalami perubahan-perubahan yang besar yang belum pernah dialami dalam sejarah umat manusia. Kita lihat saja hancurnya negara-negara seperti Uni Soviet, Yugoslavia, yang telah melahirkan negara-bangsa yang baru sebagai hasil dari dunia terbuka atau dunia tanpa batas (borderless word) yang disertai dengan maraknya demokrasi dan HAM. Dalam kehidupan ekonomi kita mengalami pasar terbuka yang kini dikuasai oleh multinational corporation (MNC). Abad ke-21 kita nantikan lahirnya kekuatan baru dari dunia ketiga menjadi negara super power, yaitu Cina dan India. Dalam bidang politik umat manusia memasuki pergaulan internasional yang serba terbuka yang telah melahirkan budaya serba “world” seperti bahasa inggris yang menjadi bahasa dunia, pasar yang dikuasai oleh produk-produk industri Barat yang dikendalikan oleh multinational corporation, dunia pendidikan berlomba-lomba menjadi “world class university”. Semua perubahan global tersebut tentunya mempengaruhi pendidikan.
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Gupta, Pradeep. "Transfer Pricing: Impact of Taxes and Tariffs in India." Vikalpa: The Journal for Decision Makers 37, no. 4 (October 2012): 29–46. http://dx.doi.org/10.1177/0256090920120403.
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Transfer pricing in an economy is very significant to corporate policy makers, economic policy makers, tax authorities, and regulatory authorities. Transfer pricing manipulation (fixing transfer prices on non-market basis as against arm's length standard) reduces the total quantum of organization's tax liability by shifting accounting profits from high tax to low tax jurisdictions. It changes the relative tax burden of the multinational firms in different countries of their operations and reduces worldwide tax payments of the firm. This paper explores the influence of corporate taxes and product tariffs on reported transfer pricing of Multinational Corporations (MNCs) in India by using the Swenson (2000) model. This study of custom values of import originating from China, France, Germany, Italy, Japan, Singapore, Switzerland, UK, and USA into India reveals that transfer pricing incentives generated by corporate taxes and tariffs provide opportunity for MNCs to manipulate transfer price to maximize profits across world-wide locations of operations and reduce tax liability. The main findings of this paper are: The estimates computed by grouping together products of all industries being imported into India from sample countries reveal that TPI coefficients are positive and significant. Overall, positive and significant coefficients of TPI predict that one per cent reduction in corporate tax rates in the home country of the MNC would cause multinational corporations with affiliated transactions to increase reported transfer prices in the range of 0.248 per cent to 0.389 per cent. The Generalized Least Square estimates for individual industries display that out of nine industries in the sample, three industries (38, 73, and 84) have a positive and significant co-movement with transfer pricing incentives. In four industries (56, 83, 85, and 90), coefficient of Transfer Pricing Incentive (TPI) is negative but significant. In case of two industries (39 and 82), TPI coefficient is negative but not significant. Positive and significant coefficients of TPI predict that one per cent reduction in corporate tax rates in the home country would cause multinational corporations with affiliated transactions to increase reported transfer prices by 1.20 per cent in ‘Miscellaneous Chemical Products’ Industry (Industry 38), 0.175 per cent in the ‘Articles of Iron or Steel’ Industry (Industry 73) and 0.908 per cent in �Nuclear Reactors, Boilers, Machinery and Mechanical Appliances; Parts thereof' Industry (Industry 84). In industries where coefficient of TPI is negative and significant, MNCs would like to shift the taxable income of their affilates to the host country by decreasing their reported transfer price. The government's approach should be to reduce corporate tax and tariff rates to bring them at a level comparable with countries across the world which will reduce incentives for the MNCs for shifting of income out of India and increase the tax base for tax authorities. This will also result in an increase in the tax revenue of the country.
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Thite, Mohan. "Interview with MK Ajay, Executive Vice President of Human Resources, Colgate-Palmolive (India)." South Asian Journal of Human Resources Management 7, no. 1 (May 6, 2020): 129–34. http://dx.doi.org/10.1177/2322093720914800.
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Colgate-Palmolive is a well-known American multinational corporation. It is well regarded as a very reputable, ethical, admired and sustainable company that values employee diversity. In this interview with the Head of HR of Colgate India, we can find some unique features in its management team, style and organisational culture. The interview explores the alignment and dynamics between business and HR strategies, long-term sustainable perspective on leadership at all levels, and building harmony in industrial relations.
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Tomar, Avantika. "Changing Compensation and Benefits Design in an Indian Tire Manufacturing Company." Compensation & Benefits Review 43, no. 6 (August 25, 2011): 328–38. http://dx.doi.org/10.1177/0886368711420107.
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This study documents the human resources, compensation and benefit practices and policies adopted in a typical family-owned tire manufacturing company in India. This article is a case study of a company where the lack of proper policies resulted in several costly lockouts. Thus, this study highlights the importance of well-structured human resources policies. The study presents detailed data on the compensation and benefits policies from 1990 to early 2011. It attempts to trace the progression of the firm’s policies, which are still not mature with respect to industry standards among multinational tire manufacturers. Much of the information in this article is based on detailed interviews with top managers at the firm. The interview material offers a rare look at the inner workings of the family-owned business that was eventually acquired by a large German corporation.
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Fowkes, James. "Adjusting the North-South Balance: Southern Judicial Boldness and its Implications for the Regulation of Global Supply Chains." Deakin Law Review 23 (November 27, 2018): 119–42. http://dx.doi.org/10.21153/dlr2018vol23no0art808.
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Modern regulators have long grappled with the challenges of regulating multinational corporations and their cross-border supply chains. There is a tendency, in this context, to view the problem as one where the most serious or common abuses are to be found in the Global South, but the effective remedies mostly need to be found in the Global North. This article discusses recent examples of expansive, creative judicial activity from India, Colombia and the African regional judicial system to challenge this assumption. Some of today’s Southern judicial activity can break the stereotype in interesting and important ways, and our thinking about regulation in this context needs adjustment accordingly.
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Kausiki Mukhopadhyay, Pallab Paul, and Indeesh Mukhopadhyay. "The Politics of Knowledge Economy and Sustainability of Tribal Knowledge and Health in India." International Journal of Business and Society 21, no. 2 (July 21, 2020): 955–76. http://dx.doi.org/10.33736/ijbs.3305.2020.
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With globalization, developing countries have been adopting the model of knowledge economy with its flagship features standardized patents and Corporate Social Responsibility (CSR). This model is supposed to deliver growth and equity through standardized patents and through market corrections of asymmetrical power between the corporations and general public via CSR. However, under this model, distributional equity has been declining. Instead of knowledge increasing and creating more equity, the traditional health-knowledge of tribal people (mostly poor) in India is being denuded along with innovation. This has been due to bio-piracy by multinational corporations. In addition, insensitive state policies that focus on growth policies at the expense of equity have exacerbated the situation. Under such circumstances, the health situation of tribal people is becoming dire. The authors argue that land redistribution and customized Intellectual Property rights (IPR) for communities as a whole may be the way forward provided there is political will.