Multinationals in India : managing the interface of cultures / Jai B.P. Sinha.

By:

Sinha, Jai B. P. (Jai Ballabha Prasad), 1936-

Material type: Text

text

Media type:

computer

Carrier type:

online resource

ISBN:

9788132101734
8132101731
1282074865
9781282074866

Subject(s): Genre/Form:

Additional physical formats: Print version:: Multinationals in India.DDC classification:

338.8/8854 22

LOC classification:

HD2899 .S55 2004eb

Online resources:

Click here to access online

Contents:

The unfolding market -- The new bazaar -- The interface of cultures -- The BAC : a British American corporation -- The SHOCII : a Swedish subsidiary -- The Hilton Roulunds : a Danish multinational -- The VM : an Indo-Japanese joint venture -- The KIMCO : a South Korean subsidiary -- Perspectives and strategies.

Summary: This book examines the Indian operations of five multinational organisations from three different cultural zones--one British-American, two Scandinavian and two from the Pacific rim (Japan and South Korea). A comparative analysis showed that each company brought to India its unique cultural imprint, but simultaneously realized the need to adapt management practices to Indian settings. Thus, while providing capital, technology, and a framework for setting targets and standards for production, they absorbed aspects of the work culture in India, typically characterized by hierarchy, personalized r.

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Item type	Home library	Collection	Call number	Materials specified	Status	Date due	Barcode
Electronic-Books	OPJGU Sonepat- Campus	E-Books EBSCO			Available

Includes bibliographical references (pages 277-282) and index.

This book examines the Indian operations of five multinational organisations from three different cultural zones--one British-American, two Scandinavian and two from the Pacific rim (Japan and South Korea). A comparative analysis showed that each company brought to India its unique cultural imprint, but simultaneously realized the need to adapt management practices to Indian settings. Thus, while providing capital, technology, and a framework for setting targets and standards for production, they absorbed aspects of the work culture in India, typically characterized by hierarchy, personalized r.

Print version record.

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