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005			20250121162118.0
006			m d
007			cr n
008			091005s2010 maua sb 001 0 eng d
010			_a 2009039154
015			_aGBA9A8983 _2bnb
016	7		_a015415402 _2Uk
020			_a9781422147597
040			_aDLC _beng _cDLC _dBTCTA _dUKM _dYDXCP _dC#P _dBWX _dCDX _dDEBBG _dOCL _dVP@ _dOCL _dSNK _dDLC _dWaSeSS
041			_aeng
050	0	0	_aHD70.I4 _bI53 2010
100			_aCappelli, Peter _924561 _eauthor
245	0	4	_aThe India way _b: how India's top business leaders are revolutionizing management _c/ Peter Cappelli, Harbir Singh, Jitendra Singh, Michael Useem.
260			_aBoston, MA : _bHarvard Business Press, _c2010.
300			_a332 pages : _billustrations ; _c25 cm.
504			_aIncludes bibliographical references and index.
505	0		_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	1		_aOver 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.
650		0	_aManagement _zIndia _924565
650		0	_aCorporate culture _zIndia _96890
650		0	_aCorporate Governance _zIndia _912265
700			_aSingh, Harbir _924562 _eauthor
700			_aSingh, Jitendra _924563 _eauthor
700			_aUseem, Michael _924564 _eauthor
942			_2lcc
999			_c4467 _d4467