000			03407nam a2200397Ki 4500
001			ocn865508765
003			OCoLC
005			20240726105205.0
008			131217s2010 maua ob 001 0 eng d
040			_aNT _beng _erda _epn _cNT
020			_a9781422157848 _q((electronic)l(electronic)ctronic)l((electronic)l(electronic)ctronic)ctronic bk.
043			_aa-ii---
050	0	4	_aHD70 _b.I535 2010
049			_aNTA
100	1		_aCappelli, Peter. _e1
245	1	0	_aThe India way : _bhow India's top business leaders are revolutionizing management / _cPeter Cappelli ... [and others.
260			_aBoston, Mass. : _bHarvard Business Press, _c(c)2010.
300			_a1 online resource (332 pages) : _billustrations.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
505	0	0	_aIndian business rising : the contemporary Indian way of conducting business -- _tThe way to the India way : economic reforms drive development of new capabilities -- _tManaging people : holistic engagement of employees -- _tLeading the enterprise : improvisation and adaptability -- _tCompetitive advantage : delivering the creative value proposition -- _tCompany governance : fulfilling broad mission and purpose -- _tLearning 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."--BOOK JACKET.
530			_a2 _ub
650		0	_aManagement _zIndia.
650		0	_aCorporate culture _zIndia.
650		0	_aCorporate governance _zIndia.
650		4	_aCorporate governance _zInida.
655		1	_aElectronic Books.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=675000&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHD. _m2010 _QOL _R _x _8NFIC _2LOC
994			_a02 _bNT
999			_c92042 _d92042
902			_a1 _bCynthia Snell _c1 _dCynthia Snell