000			nam a22 7a 4500
999			_c17442 _d17442
003			OSt
005			20210910115204.0
008			210910b ||||| |||| 00| 0 eng d
020			_a9781422155554 (hbk.)
040			_aBLR _beng _erda
082	0	4	_222 _a658 CAP _b016659
100	1		_aCappelli, Peter, _eauthor.
245			_aThe India way : _bhow India's top business leaders are revolutionizing management / _cPeter Cappelli, Harbir Singh, Jitendra Singh, Michael Useem.
264		1	_aBoston, Mass. : _bHarvard Business Press ; _c2010.
300			_a 332 pages : _billustrations ; _c25 cm.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
504			_aIncludes bibliographical references and index.
505			_aIndian business rising : the contemporary Indian way of conducting business -- The way to the India way : economic reform drive development of new capabilities -- Managing people : holistic engagement of employees -- Leading the enterprise : improvisation and adaptability -- Competitive advantage : delivering the creative value proposition -- Company governance : fulfilling broad mission and purpose -- Learning from the India way : redefining business leadership.
520			_a"Over the last two decades, many of India's leading companies have been achieving double-digit growth - even in the midst of a global recession. Understanding what is driving the Indian business juggernaut is an imperative no manager - in any part of the world - can afford to ignore." "In this timely book, professors Peter Cappelli, Harbir Singh, Jitendra Singh, and Michael Useem of the Wharton School India Team reveal the secrets of India's top-performing companies: an innovative, unconventional, and exportable set of management principles they call the "India Way." The authors argue that the India Way could have the same remarkable impact that Japanese business leaders and the "Toyota Way" had on manufacturing around the world: it could change the practice - and purpose - of management on a global scale." "Drawing on interviews with more than one hundred top executives from India's largest corporations - including Infosys Technologies, Reliance Industries, and Tata Sons - the authors reveal how the India Way differs from Western management practice in how organizations manage and value employees; transcend barriers through improvisation; create compelling value propositions that serve a massive, underprivileged market; govern for the long term; and make social issues a business priority. The authors identify how managers in other countries can learn from these practices and adapt them in their own companies."--BOOK JACKET.
650		0	_aManagement _zIndia.
650		0	_aCorporate culture _zIndia.
650		0	_aCorporate governance _zIndia.
700	1		_aHarbir, Singh.
700	1		_aJitendra, Singh.
700	1		_aMichael, Useem.
942			_2ddc _cBK