Please consider joining us for the following Caucus on India. Attached is the MIR Special Issue Call for Papers on "Leveraging India: Strategies for Global Competitiveness".
Program Session #: 711 | Submission: 15022 | Sponsor(s): (CAU)
Scheduled: Monday, Aug 6 2012 8:00AM - 9:30AM at Sheraton Boston Hotel in Dalton A
Caucus on
Leveraging India
Organizers
Vikas Kumar; Sydney U.
Murali D.R. Chari; Rensselaer Polytechnic Institute
Distinguished Speakers
Farok J. Contractor; Rutgers U.
Charles Dhanaraj; Indiana U.
Mitrabarun Sarkar; Temple U.
India's rise in the global economy has not only generated business interest among corporate executives worldwide but has also created significant interest among management, international business and strategy scholars. A recent publication, titled 'The India Way' (Capelli, Singh, Singh & Useem, 2010) by the Harvard Business Press showcases how India's top business leaders are revolutionizing management practice. There is great merit in learning from some of these rather unique management practices for Western multinationals that intend to do business in India or with India. Understanding the subtleties of Indian businesses becomes imperative for global players as they continue to expand their global footprint in the future. While India is often linked together with the other large emerging economy, that of China, businesses and academics are slowly realizing the huge inherent differences that underlie their civil society, institutional infrastructure, cultural nuances and more importantly the consequent differences in strategy making, entrepreneurship, and individual and firm behavior (Khanna, 2009). This necessitates a specialized and deeper focus on India in order to efficiently leverage opportunities for global competitiveness by firms worldwide as well as to better understand the challenges of doing business in India. India fits into the strategy map of any future global enterprise by providing (a) mega-markets for almost every product and service; (b) platform to dramatically reduce cost structures of global companies; (c) potential locations to transform any company's technology and innovation base; and (d) the basis for emergence of the 21st century multinationals (Gupta & Wang, 2009).
Cheers
Vikas Kumar
University of Sydney Business School