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Multinationals in India
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Multinationals in India
Managing the Interface of Cultures

  • Jai B. P. Sinha - ASSERT Institute of Management Studies, Patna, Bihar, India


© 2004 | 296 pages | SAGE India
The economic reforms that began in the early 1990s brought many large multinational companies to India. A major challenge for these corporations was to manage the interface of global corporate culture and India's powerful, traditional and widely varying cultural practices.

Examining the Indian operations of five multinational organizations from three different cultural zones, this comparative analysis shows that each company brought to India its unique cultural imprint, while at the same time realizing the need to adapt management practices to the local setting.

 
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

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Jai B P Sinha

Jai B.P. Sinha is Professor, Psychology and Management at the ASSERT Institute of Management Studies, Patna. He has a long-standing career of over 40 years in research and teaching. He is an authority on cultural influences on organizational behaviour. He taught psychology in Bihar, Ranchi, and Patna universities. He was a Visiting Professor at Hunter College, New York, and Wake Forest University, NC (USA), where he taught social psychology. He taught cross-cultural management courses during his tenure as a Visiting Professor in the Faculty of Management, McGill University, Montreal (Canada). In 2005, he was a Visiting Professor at the... More About Author

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