Inhaltsangabe:Abstract: Nowadays firms have to interact on the international level to pursue their business. In doing this they might be conducted to deal with LDC firms or even establish a subsidiary in a developing country. The aim of this study is to examine to what extent Western management practices are applicable to specific LDCs environments. First the main differences between in business environment are highlighted. Then the whole lifecycle of establishing and managing a venture abroad will be discussed critically. Results are always presented in a concrete and practical form to that managers might use it as a handbook. Every organisation functions as an open system and is affected by the demographic, cultural, economic and political specificities of his surroundings Management practices are also determined by their environment. It is hence substantive to comprehend social underlying values and attitudes when dealing with colleagues and workers, as well as to grasp the reasons and dynamics of the political and economical framework. This necessity is emphasised in developing countries as brusque changes in a company s domain might have serious consequences if the management is taken unaware. To reduce environmental risks and allow a company to plan its activities it can be useful to set up an information system and become conscious of one s own cultural determination as a first step toward cultural empathy. Some aspects of Indian management are presented as a conceptual framework for the second part, where the experience of French and Germany companies will be integrated. It may also serve as an example to follow when analysing a country s work culture. India seems to be a collectivist, feminine country with a low uncertainty avoidance and high power distance. Though this may explain the predominance of a nurturant-task leadership style, a whole multitude of management styles ca be found across industries. The entry strategy decision in a LDC can be facilitated by analysing the transaction cost and the strategic motivations of the foreign company. Foreign direct investments can take the form of joint-ventures or WOSs, within which flexibility, control and risk differ. Restrictive governmental regulations often bias the deliberation by urging towards the joint-venture, as part of development policies. Selecting a compatible partner and negotiating the venture s contractual base need careful proceeding as many future problems can be [...]

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 ownin 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 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.

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