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Cross-Cultural Management of an Indian Multinational in its Western Subsidiaries: An Exploratory Study


Author Info

  • Roli Nigam

    (Universit¨¦ Laval, Qu¨¦bec City, Qu¨¦bec, Canada)

  • Zhan Su

    (Business Strategy and International Management at Laval University in Canada)

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    Multinationals from emerging economies are climbing up the global performance ladder successfully at a fast pace. In spite of this, there have not been enough researches done on the subject, especially empirical studies, as pointed out by several authors. This paper tries to fill the gap in the literature by presenting cultural adaptation of an Indian multinational in its developed country subsidiaries through a case study. The study focuses on the behaviors of the Indian multinational in the home country with the developed country subsidiaries. It also analyzes the strategies used by them and then the performance perception as viewed by the top level managerial board.

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    Bibliographic Info

    Article provided by Ottawa United Learning Academy in its journal Transnational Corporations Review.

    Volume (Year): 5 (2013)
    Issue (Month): 2 (June)
    Pages: 30-45

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    Handle: RePEc:oul:tncr09:v:5:y:2013:i:2:p:30-45

    Contact details of provider:
    Postal: 1568 Merivale Rd. Suite # 618, Ottawa, Ontario, Canada K2G 5Y7

    Related research

    Keywords: Emerging economies; cultural management; India; subsidiaries; performance;


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