内容説明
Exploding growth. Soaring investment. Incoming talent waves. India's top companies are scoring remarkable successes on these fronts and more. How? Instead of adopting management practices that dominate Western businesses, they're applying fresh practices of their own in strategy, leadership, talent, and organizational culture. In "The India Way", the Wharton School India Team unveils these companies secrets. Drawing on interviews with leaders of India's largest firms including Mukesh Ambani of Reliance Industries, Narayana Murthy of Infosys Technologies, and Vineet Nayar of HCL Technologies, the authors identify what Indian managers do differently, including: looking beyond stockholders interests to public mission and national purpose; drawing on improvisation, adaptation, and resilience to overcome endless hurdles; identifying products and services of compelling value to customers; and investing in talent and building a stirring culture. The authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context. With its in-depth analysis and research, "The India Way" offers valuable insights for all managers seeking to strengthen their organization's performance.
著者について
Peter Cappelli is Professor of Management and Director of the Center for Human Resources at the Wharton School. He is the author of several books and articles and frequently cited in the business media. Harbir Singh is Professor of Management and Co-Director of the Mack Center for Technological Innovation at the Wharton School. Jitendra Singh is a Professor of Management at the Wharton School Michael Useem is Professor of Management and Director of the Center for Leadership and Change Management at the Wharton School. He is the author of several books and articles.
