Doing Business in India

A Framework for Strategic Understanding

AvChandrashekhar Lakshman

Inbunden, Engelska, 2015

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Beskrivning

A comprehensive look at understanding India with a strategic framework that can be readily used for doing business in this market is needed. Doing Business in India discusses the cultural and consumer profile of the people of India and how these fit into the macroeconomic context. The analytical framework provided and illustrated with real case examples spans domains such as the institutional context of the country (full of voids and amazing peculiarities) and the interesting federalist political framework in a country with many states. Based on this foundation, the book introduces the business strategies appropriate for both rural and urban markets in India. The following chapters cover the successful implementation of these strategies in India. The remaining chapters focus on successful cross-cultural management of Indian managers and employees, the appropriate types of leadership required for managing the Indian workforce, the types of managerial control systems likely to be successful in this country, and the HRM practices that can help companies to win in this market.

Offers a unique and exclusive focus on India
Focus on political particularities in India crucial for understanding success models
Explores the overall strategic framework for better strategy formulation in context
Focus on strategy implementation issues (leadership, HRM, organizational systems)
Includes cases not found in other sources

Produktinformation

Utgivningsdatum:2015-02-26
Mått:156 x 234 x 15 mm
Vikt:460 g
Format:Inbunden
Språk:Engelska
Serie:Chandos Asian Studies Series
Antal sidor:224
Förlag:Elsevier Science
ISBN:9781843347743

Utforska kategorier

Företagsekonomi inom Ekonomi och Ledarskap

Mer om författaren

C. Lakshman is currently Professor of International Management at Tongji University, Shanghai, China. Lakshman’s work has appeared in various journals such as Journal of International Business Studies and Journal of Management Studies. His main areas of research interest are leadership, knowledge management, decision making in organizations, Strategic HRM, and Organizational theory.

Innehållsförteckning

List of figuresList of tablesPrefaceAbout the authorEndorsements1: Why India?AbstractDoing business in India: a strategic framework2: The institutional contextAbstractChallenges provided by the institutional context: case exampleThe role of government in institutionsImplications for MNCs3: The macroeconomic contextAbstractPath from mixed economy to liberalized capitalismTowards a free market economyInflationFiscal deficit in IndiaMain sectors of the economyThe informal economy4: Political particularities in IndiaAbstractParliamentary democracy in IndiaFederalism in IndiaBusiness implications of federalism5: Profile of consumers and markets in IndiaAbstractContrasting consumer values in India6: Strategies adapted to Indian needsAbstractIndustry life cycle and stagesCase example: Reliance Retail5Discussion questionsFinancial highlights7: Rural India and bottom-of-the-pyramid marketsAbstractIndia’s cultural rootsBoP markets in rural IndiaSpecial challenges in rural marketsCase example: ITC and India’s BoP marketsConclusionAppendix ITC’s triple bottom line achievement8: Competitive advantage of IndiaAbstractOpportunities for MNCs in this sector9: Leadership of Indian intellectual capitalAbstractLeadership for technological progress in IndiaLeadership for the rights of self-determinationLeadership for total revolutionLeadership for business and economic developmentDesirable leadership qualities in IndiaKnowledge leadership for MNC managers in India10: Organization and control systems for IndiaAbstractOrganizational structure to match India strategyControl systems11: Successful HRM for IndiaAbstractFlexibility for businesses v. problems of contract laborWages, workers’ rights, and union recognitionKey HRM challenges in IndiaBest HRM practices in IndiaCompensation and reward systemsIntegrating an Indian JV partner post acquisitionCultural knowledge-sharing mechanismsReferencesFurther readingIndex