The economic reforms that began in the early 1990s brought many large multinational companies to India. A major challenge for these corporations was to manage the interface of global corporate culture and India's powerful, traditional and widely varying cultural practices.
Examining the Indian operations of five multinational organizations from three different cultural zones, this comparative analysis shows that each company brought to India its unique cultural imprint, while at the same time realizing the need to adapt management practices to the local setting.
Jai B.P. Sinha is Professor, Psychology and Management at the ASSERT Institute of Management Studies, Patna. He has a long-standing career of over 40 years in research and teaching. He is an authority on cultural influences on organizational behaviour. He taught psychology in Bihar, Ranchi, and Patna universities. He was a Visiting Professor at Hunter College, New York, and Wake Forest University, NC (USA), where he taught social psychology. He taught cross-cultural management courses during his tenure as a Visiting Professor in the Faculty of Management, McGill University, Montreal (Canada). In 2005, he was a Visiting Professor at the Faculty of Management at the Copenhagen Business School, Denmark.
Professor Sinha is also a well-known writer and has authored several books. His latest publications include Patterns of Work Culture: Cases and Strategies for Culture Building (SAGE 2000), Managing Cultural Diversity for Productivity: The Asian Ways (ed.) (Asian Productivity Organization 2000), and Multinationals in India: Managing the Interface of Cultures (SAGE 2004).