Abstract
Multinationals from emerging countries are climbing up the global performance ladder successfully and at a very fast pace. In spite of this there has not been enough studies done on the subject especially empirical studies, as pointed out by several authors. Our paper fills the gap in the literature by presenting the cultural adaptation of an Indian multinational in its developed country subsidiaries through a case study. The study focused on the behavior of the Indian multinational at the home country and in the developed country subsidiaries. The strategies used by them and finally the performance perception as viewed by the top level managerial board.
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Notes on contributors
Roli Nigam
Dr. Roli Nigam completed her Ph.D. from Laval University, Canada. Her research interests lie in the field of emerging markets, culture and the flexibility of management strategies. She has presented her work at several reputed conferences worldwide, as well as published in reputed scientific journals. Faculté des sciences de l'administration(FSA), Université Laval, Québec City, Québec, Canada.
Zhan Su
Dr. Zhan Su is professor of Business Strategy and International Management at Laval University in Canada. He has been the Director of Stephen-A.-Jarislowsky Chair in International Business since 2008. During these past years, he has carried out many research projects regarding a variety of subjects such as strategic management, country risk evaluation, cross-cultural management and doing business in Asian markets. Professor Su's research has been published in numerous journals and books in Canada and abroad and has been presented in over 200 national and international conferences. Professor Su has also organized manyconferences and training programs for executives and provided consultation for numerous organizations and firms worldwide.