MARC record from Internet Archive

LEADER: 05663cam 2200901 a 4500
001 ocn436026616
003 OCoLC
005 20180527231421.0
008 091005s2010 maua b 001 0 eng
010 $a 2009039154
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020 $a9781422147597$q(hardcover ;$qalk. paper)
020 $a1422147592
035 $a(OCoLC)436026616
043 $aa-ii---
050 00 $aHD70.I4$bI53 2010
082 00 $a658$222
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100 1 $aCappelli, Peter.
245 14 $aThe India way :$bhow India's top business leaders are revolutionizing management /$cPeter Cappelli [and others].
260 $aBoston, Mass. :$bHarvard Business Press,$c℗♭2010.
300 $a332 pages :$billustrations ;$c25 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references (pages 303-315) and index.
505 0 $aIndian business rising : the contemporary Indian way of conducting business -- The way to the India way : economic reforms 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 1 $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."--Jacket.
650 0 $aManagement$zIndia.
650 0 $aCorporate culture$zIndia.
650 0 $aCorporate governance$zIndia.
650 7 $aGestion d'entreprises.$2eclas
650 7 $aGouvernance d'entreprise.$2eclas
650 7 $aOrganisation de l'entreprise.$2eclas
650 7 $aCroissance de l'entreprise.$2eclas
651 7 $aInde.$2eclas
650 7 $aCorporate culture.$2fast$0(OCoLC)fst00879624
650 7 $aCorporate governance.$2fast$0(OCoLC)fst00879649
650 7 $aManagement.$2fast$0(OCoLC)fst01007141
651 7 $aIndia.$2fast$0(OCoLC)fst01210276
650 7 $aCorporate Governance$2gnd
650 7 $aManagement$2gnd
650 7 $aUnternehmenskultur$2gnd
651 7 $aIndien$2gnd
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650 7 $aCorporate governance$zIndien.$2idsbb
650 7 $aOrganisationskultur$zIndien.$2idsbb
650 7 $aManagement$zIndien.$2sao
650 7 $aFo retagskultur$zIndien.$2sao
650 7 $aBolagsstyrning z Indien.$2sao
651 7 $aIndien.$2gnduebers
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