Doing Business in India : A Framework for Strategic Understanding.
Lakshman, Chandrashekhar.
Doing Business in India : A Framework for Strategic Understanding. - 1st ed. - 1 online resource (224 pages) - Chandos Asian Studies Series . - Chandos Asian Studies Series .
Front Cover -- Doing Business in India: A Framework for Strategic Understanding -- Copyright -- Contents -- List of figures -- List of tables -- Preface -- About the author -- Endorsements -- Chapter 1: Why India? -- Doing business in India: a strategic framework -- Institutional context -- Macroeconomic context -- Political particularities -- Consumer and market profile -- Chapter 2: The institutional context -- Legal institutions -- Financial and capital market system -- Retail market -- Labor market institutions -- Challenges provided by the institutional context: case example -- Cricket in India - a national obsession -- T20: a new format -- Indian Cricket League (ICL) -- Institutional conflict-based processes and organizational innovation -- A battle for legitimacy -- Clash of cricket titans: reaction of institutional actors -- The role of government in institutions -- Questioning ICLs moral legitimacy -- The BCCI/ACB contrast and the role of institutional voids -- Demise of the ICL -- Implications for MNCs -- Chapter 3: The macroeconomic context -- Path from mixed economy to liberalized capitalism -- Towards a free market economy -- Benefits of the reforms -- Inflation -- Fiscal deficit in India -- Main sectors of the economy -- The informal economy -- Chapter 4: Political particularities in India -- Parliamentary democracy in India -- Federalism in India -- Business implications of federalism -- Chapter 5: Profile of consumers and markets in India -- Contrasting consumer values in India -- Spiritualism v. materialism -- From ``two faces of India´´ to many -- Extended v. nuclear families -- Spending habits -- Driver of purchasing behavior -- Technology preferences -- Wealth/Income -- Education -- Role of women in India -- Rural v. urban markets -- Digital connectivity and m-commerce -- Collectivists to individualists. Reaching consumers in India -- Chapter 6: Strategies adapted to Indian needs -- Industry life cycle and stages -- Embryonic industry -- Growth industry -- Mature industry -- Declining industry -- Operating in embryonic industries -- Operating in Indias high-growth industries -- Operating in mature industries -- Case example: Reliance Retail -- Introduction -- Rapid growth of Indian retail market -- The retail scenario in India -- Competitors -- The India challenge for retail -- India: a growth story grown old? -- Reliance Retail Limited (RRL) -- Early vision and strategy -- Response to setback -- Strategic intent and response to downturn -- Joint venture strategy -- Institutional legitimacy -- Human capital and retail in India -- Selection of executives and organizational design -- Human capital: the other 70 percent -- Framework for understanding success in pan-India retail -- Reliances unique staffing strategy -- Reliance Retails hunt for talent and skills -- Reliances HRM and its transformation -- Awards and achievements -- Prospects for the future -- Discussion questions -- Financial highlights -- Chapter 7: Rural India and bottom-of-the-pyramid markets -- Indias cultural roots -- Caste system -- BoP markets in rural India -- Special challenges in rural markets -- Case example: ITC and Indias BoP markets -- India -- Economy -- Leadership and CSR -- BoP markets -- ITCs triple bottom line approach to CSR -- Leaders cognition and language -- The e-Choupal -- The village level -- The Choupal Sagar -- ITC and providers of products and services -- Conclusion -- Appendix. ITCs triple bottom line achievement -- Chapter 8: Competitive advantage of India -- Factor conditions -- Related and supporting industries -- Entrepreneurial firm behavior -- Domestic rivalry -- The role of overseas Indians -- Global demand -- Opportunities for MNCs in this sector. Chapter 9: Leadership of Indian intellectual capital -- Leadership for technological progress in India -- Leadership for the rights of self-determination -- Leadership for total revolution -- Leadership for business and economic development -- Desirable leadership qualities in India -- Knowledge leadership for MNC managers in India -- Orientation -- Creating a climate that supports knowledge sharing -- Supporting individual and group learning -- Acting as role models -- Chapter 10: Organization and control systems for India -- Organizational structure to match India strategy -- Top management -- Formalization -- Centralization -- Organizational culture -- Reward systems -- Control systems -- Customer perspective -- Financial perspective -- Internal process perspective -- Employee perspective -- Social perspective -- Chapter 11: Successful HRM for India -- Flexibility for businesses v. problems of contract labor -- Wages, workers rights, and union recognition -- Key HRM challenges in India -- Best HRM practices in India -- Recruitment and selection -- Training and development -- Professional development -- Performance management -- Compensation and reward systems -- Integrating an Indian JV partner post acquisition -- Reducing causal ambiguity -- Integration leader -- Cause-effect belief knowledge of integration leaders -- Motivation for cultural integration -- Reward systems -- Resolution of conflicts by the integration leader -- Impartial conflict resolution -- Causal ambiguity reduction -- Cultural knowledge-sharing mechanisms -- Sociocognitive means of cultural knowledge sharing -- Target involvement in integration process -- Early target involvement in integration process design -- References -- Further Reading -- Index.
9781780634555
Investments, Foreign -- India.
International business enterprises -- India.
India -- Commerce.
Electronic books.
HG5732 -- .L357 2015eb
382.0954
Doing Business in India : A Framework for Strategic Understanding. - 1st ed. - 1 online resource (224 pages) - Chandos Asian Studies Series . - Chandos Asian Studies Series .
Front Cover -- Doing Business in India: A Framework for Strategic Understanding -- Copyright -- Contents -- List of figures -- List of tables -- Preface -- About the author -- Endorsements -- Chapter 1: Why India? -- Doing business in India: a strategic framework -- Institutional context -- Macroeconomic context -- Political particularities -- Consumer and market profile -- Chapter 2: The institutional context -- Legal institutions -- Financial and capital market system -- Retail market -- Labor market institutions -- Challenges provided by the institutional context: case example -- Cricket in India - a national obsession -- T20: a new format -- Indian Cricket League (ICL) -- Institutional conflict-based processes and organizational innovation -- A battle for legitimacy -- Clash of cricket titans: reaction of institutional actors -- The role of government in institutions -- Questioning ICLs moral legitimacy -- The BCCI/ACB contrast and the role of institutional voids -- Demise of the ICL -- Implications for MNCs -- Chapter 3: The macroeconomic context -- Path from mixed economy to liberalized capitalism -- Towards a free market economy -- Benefits of the reforms -- Inflation -- Fiscal deficit in India -- Main sectors of the economy -- The informal economy -- Chapter 4: Political particularities in India -- Parliamentary democracy in India -- Federalism in India -- Business implications of federalism -- Chapter 5: Profile of consumers and markets in India -- Contrasting consumer values in India -- Spiritualism v. materialism -- From ``two faces of India´´ to many -- Extended v. nuclear families -- Spending habits -- Driver of purchasing behavior -- Technology preferences -- Wealth/Income -- Education -- Role of women in India -- Rural v. urban markets -- Digital connectivity and m-commerce -- Collectivists to individualists. Reaching consumers in India -- Chapter 6: Strategies adapted to Indian needs -- Industry life cycle and stages -- Embryonic industry -- Growth industry -- Mature industry -- Declining industry -- Operating in embryonic industries -- Operating in Indias high-growth industries -- Operating in mature industries -- Case example: Reliance Retail -- Introduction -- Rapid growth of Indian retail market -- The retail scenario in India -- Competitors -- The India challenge for retail -- India: a growth story grown old? -- Reliance Retail Limited (RRL) -- Early vision and strategy -- Response to setback -- Strategic intent and response to downturn -- Joint venture strategy -- Institutional legitimacy -- Human capital and retail in India -- Selection of executives and organizational design -- Human capital: the other 70 percent -- Framework for understanding success in pan-India retail -- Reliances unique staffing strategy -- Reliance Retails hunt for talent and skills -- Reliances HRM and its transformation -- Awards and achievements -- Prospects for the future -- Discussion questions -- Financial highlights -- Chapter 7: Rural India and bottom-of-the-pyramid markets -- Indias cultural roots -- Caste system -- BoP markets in rural India -- Special challenges in rural markets -- Case example: ITC and Indias BoP markets -- India -- Economy -- Leadership and CSR -- BoP markets -- ITCs triple bottom line approach to CSR -- Leaders cognition and language -- The e-Choupal -- The village level -- The Choupal Sagar -- ITC and providers of products and services -- Conclusion -- Appendix. ITCs triple bottom line achievement -- Chapter 8: Competitive advantage of India -- Factor conditions -- Related and supporting industries -- Entrepreneurial firm behavior -- Domestic rivalry -- The role of overseas Indians -- Global demand -- Opportunities for MNCs in this sector. Chapter 9: Leadership of Indian intellectual capital -- Leadership for technological progress in India -- Leadership for the rights of self-determination -- Leadership for total revolution -- Leadership for business and economic development -- Desirable leadership qualities in India -- Knowledge leadership for MNC managers in India -- Orientation -- Creating a climate that supports knowledge sharing -- Supporting individual and group learning -- Acting as role models -- Chapter 10: Organization and control systems for India -- Organizational structure to match India strategy -- Top management -- Formalization -- Centralization -- Organizational culture -- Reward systems -- Control systems -- Customer perspective -- Financial perspective -- Internal process perspective -- Employee perspective -- Social perspective -- Chapter 11: Successful HRM for India -- Flexibility for businesses v. problems of contract labor -- Wages, workers rights, and union recognition -- Key HRM challenges in India -- Best HRM practices in India -- Recruitment and selection -- Training and development -- Professional development -- Performance management -- Compensation and reward systems -- Integrating an Indian JV partner post acquisition -- Reducing causal ambiguity -- Integration leader -- Cause-effect belief knowledge of integration leaders -- Motivation for cultural integration -- Reward systems -- Resolution of conflicts by the integration leader -- Impartial conflict resolution -- Causal ambiguity reduction -- Cultural knowledge-sharing mechanisms -- Sociocognitive means of cultural knowledge sharing -- Target involvement in integration process -- Early target involvement in integration process design -- References -- Further Reading -- Index.
9781780634555
Investments, Foreign -- India.
International business enterprises -- India.
India -- Commerce.
Electronic books.
HG5732 -- .L357 2015eb
382.0954