000			02166nam a22002417a 4500
005			20250827172609.0
008			250827b |||||||| |||| 00| 0 eng d
020			_a9781422155554
037			_cGifted _nChristabel Antony, 9820536660
041			_aEnglish
082			_a658 _bCAP/IN
100			_aCappelli, Peter
245			_aINDIA WAY _b: How India’s Top Business Leaders Are Revolutionizing Management
250			_a1
260			_aBoston _bHarvard Business Press
300			_g332
500			_a 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. These companies' secrets are unveiled by Peter Cappelli, Harbir Singh, Jitendra Singh and Michael Useem, professors from the Wharton School of Business and authors of The India Way: How India's Top Business Leaders Are Revolutionizing Management . 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 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.
650			_aManagement & public relations
650			_aGeneral management
700			_aHarbir Singh _aJitendra Singh _aMichael Useem
942			_cLEN
942			_2ddc
999			_c196236 _d196236