Strategic Agility of Multinational ICT Firms in India

ISBN - 978-93-81583-46-3

Strategic Agility; Business Approach of
Multinational ICT Firms in Indian Context
Prof. Sanjay M. Bhāle1, Prof. Mahima Mishra2
1
MIT School of Telecom & Management Studies, MIT-Pune, Kothrud Campus
2
Symbiosis Institute of Business Management, Pune
1
sanjay@mitsot.com; sanjaybhale@gmail.com, 2mahimamishra@sibm.edu

National Conference on Emerging Challenges for Sustainable Business 2012
1452

Strategic Agility; Business Approach of Multinational ICT…

Strategic agility; business approach of multinational ICT firms in
Indian context

Abstract

Purpose: purpose of this paper is to study the phenomenon of globalization in
ICT and the respective strategic implications firms-like IBM, CISCO, and
HCL have made in Indian context. The paper aims to explore strategic
propositions of ICT (Information and Communication Technology) industry
and strategic agility these firms have been exhibiting phenomenally in recent
years.

Design: this paper is conceptual in nature wherein qualitative method has
been used to substantiate the significant issues of international business
scenario of ICT especially in Indian sub-continent. An attempt is made to
explore the strategic approach in order to make certain vital observations to
lay down conclusion.

Findings: the paper contemplates that globalization in fact has made a
paradigm shift in strategic planning of global ICT companies in order to
categorize innovation as new trend of business performance and so called
successful strategy in their respective domain.

Managerial Implications: paper provides an insight about the strategic
integration of globalization, innovation and technical aspects of the business
practices uses by multinational ICT companies. The studies along with
literature review underlay significance of global strategy firms are adopting
creating value on local and international levels.

Future Scope: the trend is seen departing from traditional marketing and
adopting tactical approach that reflect the growing importance in business
intelligence of multinational corporations, that latest findings of research, and
the most advanced experience of practitioners; a revolutionary development in
the shift to the strategic concept of business.

Key Words: business intelligence; creating value; globalization; innovation;
strategic proposition

1453


Introduction

Businesses today cannot survive, let alone prosper, without leveraging diverse
technologies into day-to-day operations and long-term strategy. A business
strategy can only be meaningful and remain relevant is it incorporates a strong
sense of how current and future technologies will help fulfill, shape and
potentially threaten-market, customer, and product strategies. Think of it as
strategy propelled by technology. Strategy can be defined as the actions that
managers take to attain the goals of the firm which is to maximize the value of
firm for its owners or its shareholders. There are different approaches to
devise different strategies which vary from one country to another but all these
strategies should be in sync with the goals and objectives of the organization.
There are no single views on strategy formulation. Global strategies are not
only about the presence of firm in global market rather it’s a strategy to
compete in a chosen market. For this a firm can bring its entire worldwide
resources to face any challenges regardless of where and what it might be.
Thus strategy depends on market, competitive scenario and various
institutional challenges that target country poses. A firms global approach to
international marketing should include (1) to view entire world as their market
(2) to seek homogenous market sets (3) adaptation of marketing mix if needed
culturally or socially.

When we talk of strategic dynamism ICT (Information and communication
technology) industry exhibits an inherent strategic agility. Contrary to the
simpler or more stable industries ICT has been facing the twin challenges of
speed of emerg-
ence and of the erosion of industry boundaries. In fact, the word
"convergence" (eroding industry boundaries) had been coined first with
reference to that between computers, home entertainment, and communi-
cation services. The ICT industry has gone through many technological

1454


and market disruptions over the past few years, from the shift from cen-
tralized mainframe computer architectures to decentralized client-server
ones, through the disruptive advent of the internet, opening the gate to all
kinds of new information service and interactive business models and
ecosystems across the globe.
It is an industry characterized by fast change, and also by complex systemic
interactions. If we see long-term survivors, these companies that not only
survived, but thrived on disruptions e.g. Accenture (known as Andersen
Consulting until not too long ago), Canon (which started as provider of
reconnaissance cameras to the Japanese military in World War II), Cisco
(relatively youngster, but not exactly new), HP, IBM, Intel, SAP, and others.
International marketing strategies are complex and tend to vary widely across
nations, industries and firms. The elements that form in the ingredients of
international strategies are numerous and their importance is tightly
interwoven contexts.

Multinational corporations (MNCs) have played a major role in this era of
globalized economy. In this regard, it is natural that the unit of analysis in the
field of international business has principally been MNCs. However, instead
of focusing only on firm-specific factors, the scope of our analysis should be
extended to include location factors that play a vital role in determining a
firm’s competitiveness: as MNCs and countries are two main players in the
game of international business, a clear understanding of the mechanism
driving competitiveness of countries, which has not been given much attention
by scholars in international business, is of great importance for establishing
and implementing viable strategy for MNCs.

The concept; Emerging Markets and Multinationals

Emerging markets are increasingly becoming the growth drivers of the global
economy. There is increased scrutiny and interest in emerging markets since
the 1990s.The interest can be viewed from a demand and supply perspective.
With a huge population and increasing income, emerging economies provide a
big market for goods and services. Also, with talented manpower and low
costs, emerging economies are supplying more and more goods and services to

1455


the world. Multinational corporations (MNCs) play a very important role in
global business and economy. There is an increased interest in research and
explanation for emerging markets and MNCs (London and Hart, 2004; Meyer,
2004; Ramamurti, 2004; Khanan et al., 2005)

MNCs and emerging markets have become a popular subject of interest in
international business in recent years (Meyer, 2004). There are four aspects to
this. First, MNCs from developed countries are targeting emerging markets.
However the success record of these MNCs in emerging markets, particularly
that of American MNCs has been far from satisfactory. This has prompted
researchers, particularly in leading American Universities to study the reasons
for MNCs failure in emerging markets (Khanan and Palepu, 1997; Ramamurti,
2004) MNCs need to reinvent strategy for emerging markets and look beyond
the transactional model (London and Hart,2004). The concept of institution
void is one such explanation available. According to this concept the lack of
regulatory framework, contract enforcement mechanism, and specialized
intermediaries in emerging markets is the reason for failure of developed
countries MNCs in emerging markets. MNCs need to adapt their strategies
according to the context (Khanan et al., 2005).

The second aspect of the MNCs and emerging markets is the increasing
number of emerging markets MNCs (EMCs) going to developed countries.
These EMCs are fighting with established MNCs from developed countries for
market share and growth. There is a manifold increase in merger and
acquisition activities of EMCs from emerging markets into developed
countries. They have been expanding and acquiring new businesses at a
frenetic pace, conduction more than 1,100 mergers and acquisitions, altogether
worth US$128 billion in 2006 (UNCTAD, 2007, Accenture, 2008).
Acquisition of IBM hardware by Lenovo; Choros by Tata group; and recent
acquisition of Jaguar and Land Rover from Ford group by Tata are few
examples. EMCs are expanding at a speed and scale to make even the largest
Western multinationals take notice (Accenture, 2008).

Perlmutter (1967) suggested three different types of strategies – ethnocentric,
polycentric and geocentric. According to him strategy of firm depends

1456


whether firm is ethnocentric, polycentric or geocentric. In ethnocentric firm
parent company dominates the entire network of the firm. Products are
standardized and its marketing, financing and pricing are centralized but
manufacturing can occur in any subsidiary depending on availability of cheap
cost, raw material or labor. Since products are uniform, the firm enjoys
economies of scale by producing in bulk but a big challenge is to fit the
product in a local demand spectrum. In polycentric firms, products are not
standardized and are adapted as per local demand. Production, operations and
pricing decisions lies with local subsidiaries while a parent company reaps
benefits from geographic adaptation and diversification. But these firms lack
synergies and global branding as one subsidiary products are not accepted by
others. Geocentric strategy reaps the benefits of both strategies and keeps
global perspective with local adaptation. It aims at maximizing global revenue
by multi product system. Thus production, marketing or financial strategy
differs from one country to another according to several economic and non-
economic factors and at the same time it imbibes vision, mission and goals of
the parent firm.

Concept of experience curve economies by Hall and Howell (1985) suggests
systematic reduction in production cost which has been observed to occur over
the life of a product. Production cost declines due to two factors – (1)
Learning effect which is cost reduction that comes from learning by doing, (2)
Economies of scale, which is reduction in cost by producing in large volumes.
Most multinational firms enjoy economies of scale by employing and using
increasingly specialised equipment, technology or personnel. Thus, each time,
as accumulated output doubles production cost declines by some common
characteristics. Porter (1985) believes that a firm’s competitive advantage
depends on the selection of an appropriate generic strategy which includes
cost leadership, differentiation and focus on a specific segment of the market.
He later (1986, 1990) developed generic strategy theory which involves
configuration based on value chain concept as well as coordination of
activities in different nations.

Prahlad and Hamel (1990); Kay (1993) developed another concept of core
competence based strategy. They proposed that core competencies can be
1457


possessed if necessary resources like physical, technological, financial and
human are available and new competencies can be developed in respective
area which puts firms in a superior position. These core competencies are the
skills that competitors cannot easily match or imitate. Barlett and Ghosal
(1989) suggested transfer of core competencies. According to them core
competencies can be transferred to the target market which helps in capturing
these markets with premium pricing. Like MacDonald’s core competency in
managing fast food operations has been successfully transferred to its
franchisees or Toyota’s high quality well designed cars with low delivered
cost helped them to enjoy success in other countries market. Thus any firm
that operates internationally can get greater return from their skills and core
competency by realizing location economies and reduce cost of production by
adapting experience curve economies.

Yip (1993) refers to adoption of total global strategy which consists of three
stages. In the first stage he refers to developing core business strategy, in the
second stage the core strategy is internationalized and finally, in the third
stage, all activities of the firm in different nations are integrated. Thus, for a
firm it’s a choice between focusing on core competency or adoption of local
customization of technology and product or a combination of both. In some
cases its local customization which is crucial while in others development of
core competency plays a greater role.

Research Design

The research is secondary in nature with an aim to empirically assess the
strategic levels of ICT companies to substantiate the significant issues of
international business strategy as vital competitive aspect. An attempt is made
to explore the strategic approach of these organizations in order to make
certain vital observations to lay down pertinent conclusion.

1. Strategic alliance; a strategic norm

1458


The rise of emerging markets has not gone unnoticed by multinationals based
in development markets, such as the United States, Europe, and Japan. In
many cases, multinationals landed in the larger markets immediately after
liberalization and have been operating in those markets for years. Emerging
markets have already become major growth drivers for telecommunications-
related multinationals.

US based Cisco decided to establish its Globalization Center East in Banglore,
India, in 2007. The center was lined up to house one fifth of Cisco’s top
executives and ten thousand employees by 2011.the importance of emerging
markets should be reflected in the composition of multinationals’ senior
management and its flexibility to go for agile strategies according to local
markets.

According to Mr. John Chambers who has led the $ 43 Billion company,
developed market should be more competitive if they intend to take on the
emerging markets. Throughout the mid-2000, Cisco built a significant
presence in India. It established its Globalization Centre East in Bangalore that
houses the company’s business development and research and development
centre. It was Cisco’s second unit outside the US. Cisco continues to focus on
strategies, engineering and architecture in the emerging markets (such as
China and India) for the world and then bring them around the globe
(introduce them in developed markets such as US and Canada).

As a top executive, you've almost certainly forged strategic alliances with
other companies. Some of these deals have worked--but many others have
likely failed. In fact, companies worldwide launch more than two thousand
strategic alliances every year, and more than half never deliver as promised. In
Strategic Alliances, Steve Steinhilber (Cisco’s Vice president) proves that,
despite the odds, alliances are critical to the business strategy for companies
competing globally: customers want integrated solutions to their problems,
and that's pushing companies to work together to create differentiated
offerings. Equally crucial, well-managed alliances generate important forms of
business value, including new products and accelerated growth. Drawing on
his experience as the head of Cisco's Strategic Alliances group, Steinhilber has

1459


created tools and guidelines that will help you forge alliances that work. He
describes the three essential building blocks of successful alliances and
explains how to establish: The right framework--by articulating how an
alliance will help you achieve your company's strategic business goals and
identifying potential partners The right organization--by staffing your alliance
organization with the right people and constantly honing their skills The right
relationships--by cultivating trust among the many key internal contacts in
your organization and your alliance partners Engaging and authoritative,
Strategic Alliances shows you how to manage strategic partnerships more
effectively and maximize their value in a complex and changing business
environment.

Today the companies have become an extended enterprise where the
constituents are not only corporate employees, but also suppliers, customers,
and partners in the corporate ecosystem. Corporate system is a collection of
organizations that are interdependent to form a complete solution or Industry.
Competitive advantage here is gained by an organization’s ability to assemble
collaborative terms from across the extended enterprise in real time to harness
the knowledge of the collective as much as possible. Specifically, the
following trends significantly affect companies as they reach new levels of
productivity-
Unified communications-enabled collaboration: defined as the
integration of all of a company’s communication tools, unified
communications is the foundation for a company’s collaborative
strategy. These tools include voice communications, video
conferencing, telechat etc. It can help organizations streamline
business processes by removing much of the human delay in
business processes.
Cloud computing and virtualization in the most basic sense allows
an IT individual to manage a virtual resource instead of a physical
one. The ultimate vision of virtualization is to break all IT
infrastructures into smaller components, virtualize them, and push
them into the network. This scenario gives rise to “cloud-based”

1460


computing where all IT infrastructures becomes available as
network.
Application networking services (ANS): ANS is a set of
technologies that directly improve the performance of applications
through a set of optimized techniques in the network layer.
Unified computing: unified computing allows virtual workloads to
move transparently across the network while maintaining critical
network parameters by effectively tying the compute layer to the
network layers.

Historically these domains have been managed in independent silos, with the
network having very little visibility into applications that run on it and how
they perform. As the integration of communications and IT continues, the
network will play a critical role in how corporate technology will evolve and
improve productivity. Ultimately this vision will lead to organizations that can
collaborate more efficiently with the entire extended enterprise.
Cisco has been practicing partnering strategy to deliver collaboration solutions
to customers by offering business value and choice to organizations that
choose Cisco as a solution provider. Cisco has developed a multifaceted
partnering program that can offer customers tangible business value. This
includes integration, channel, technology and a range of consulting,
outsourcing to offer customer a comprehensive collaboration strategy. To
facilitate the shift towards collaboration as a business-process enabler, Cisco
has partnered with several leading IT solution providers and vendors such as
Accenture, Apple, AT&T, IBM, Microsoft, Nokia, Tata Consultancy, and
Wipro.

2. Universalizing the human factor

HCL is a leading global IT services enterprise, working with clients in the
area that impact and redefine core of their businesses. Since its inception into
the global landscape after its IPO in 1999, HCL has been focusing on
“transformational outsourcing” underlined by innovation and value creation.
It leverages its extensive global offshore infrastructure and network of offices

1461


in around 26 countries to provide holistic, multiservice delivery in key
industry verticals including financial services, manufacturing, consumer
services, public services, and healthcare.

HCL in India during 2005 was plagued with several internal problems like
demoralized work force and one of the highest attrition rates in the industry.
Since IT is a demand driven industry where growth depends on how
efficiently firms could scale up output with changing demand. One key
differentiator that helps HCL to stand apart is the way it has been nurturing its
employee’s skill and the confidence within and the organization.

HCL has adopted Blue ocean strategy that helped it bag DSG deal (DSG
International; manufacturer of disposable diapers in Southeast Asia) way back
in July 2005. Blue ocean strategy (W. Chan Kim and Renee Mauborgne,
2005) guides on how to create uncontested market space and market
competition irrelevant. For the DSG International deal, 10 participants,
including frontline Indian IT vendors, put in the request for Proposals (RFPs).
Three vendors- HCL Tech and two global companies were shortlisted and at
the end the contract came to HCL Tech. DSG was selected on the basis of its
breadth of experience, partnership approach, collaborative business sense, and
the transparency in its cost models.

HCL then decided to chase large deals that would bring a significant
transaction, to move up value chain, and go for multi-service deals with
application and infrastructure components. Based on this strategy it went
further about transforming internally, and that resulted in deals like Autodesk
and EXA.

HCL also went on strategy of reducing high-end software portfolios;
rebalancing exercise of its client portfolio, reducing high technology software
work to contain the impact of the global technology meltdown. In the past, the
company used to focus on the high-end of software development such as
engineering services as it sought a distinct image among its peers. Also HCL
was now increasing its exposure to areas such as application development and
maintenance.

1462


But the downturn in the industry forced the company to change its strategies
as clients started shelving high-end technology work. Technology services
used to account for as much as 66% of its business earlier, now it came down
to 49%. As part of this strategic repositioning in view of current business
environment, HCL Tech reduced its exposure to or stopped working for 84
clients. This reduction was limited to marginal players and some start-ups. For
instance they cut exposure to the semiconductor vertical segment. Though,
the company had 356 clients, including 39 Fortune 500 companies.

In the highly competitive and dynamic IT landscape, HCL Tech wanted to
continue to generate new business, therefore it needed to build a reservoir of
competencies like strategic thinking, corporate governance, customer focus,
innovation, leadership and intrapreneurship in its emerging leaders. Emerging
leaders here is blended-learning program designed to quickly develop key
leadership capabilities among next-generation leaders while reinforcing
critical thinking and general management skills in virtual real-time setting that
bridges geographical boundaries.

HCL is a global leader now in Information technology services and is enjoying
and forecasting rapid business growth. To support this robust growth, HCL
needs to quickly groom business leaders and prepare them to drive strategic
initiatives in a very dynamic business environment.

Another strategic transformation occurred in 2005 when HCL shifted its
primary focus from volume to value and from process to people. Prior to this
HCL used to accept any type of deal from large operations to small projects.
But it was decided to focus only on large multi services and longer projects
that offer unique customer value proposition and aim to provide greater value
to clients. They were able to target large and medium sized customers by
offering integrated service approach under the co sourcing model.

Human resource strategies are critical for companies in the IT industry.
Understanding these requirements, HCL during 2006, thought of a new
strategy of “Employees First, Customers Second” (EFCS). Giving employees
first preference and realizing their worth was crucial for HCL to develop and

1463


retain employees who are efficient and capable enough to surpass customer’s
expectation.

To implement EFCS successfully several new initiatives were launched like U
& I initiative where employees through an online forum can interact directly
with the CEO. Others include opinion polls, 360 degree feedback under which
reporters could give feedback of their managers (only for development
purpose and not for appraisal). i Gen, an idea generation portal was launched
where an employees can roll their ideas to improve business or to suggest
completely new processes.

Several new innovative steps were also commenced in HCL. HCL was among
the first in industry to implement the concept to manufacture (C2M) which
offers end to end solutions like product design, prototyping as well as after
sales support. Another idea was Global Risk Reward Partnership which helps
the organization to focus on its best competencies and fostering resource focus
with aligned goals and objectives. HCL was also among the first companies to
offer global delivery model which offers services from remote locations. Thus,
via employee based policies and customer value focus, HCL built a strong
service brand with improved market capitalization and revenues. The company
has established subsidiaries across the globe to sustain growth. It has set up
subsidiaries in USA, Japan, the UK and Australia etc. which aided in
pertaining the global market.

The world is more in a digital fashion today and people want to capitalize on
this trend of digitalization. With Gen-Y coming in, they want to consume
everything through the digital medium not the physical medium. Therefore
everybody has to redo their data analytics, multichannel commerce, their
digital presence, etc., and they need to find funds for that. Therefore they are
moving a lot of run-the-business (essential to business) spend to
transformation projects. According to Vineet Nayer, CEO HCL Technologies,
the world is a better place than it was a year ago. CEOs are more confident
than they were a year ago, they are smarter and astute. They are churning and
are asking a lot more questions than they were earlier. Earlier, you could do a
deal on the golf-course, now you have to show value.

1464


3. Being local yet global

There has been tremendous growth in penetration of the mobile phones in the
recent years. Moreover, there has been significant progress in computing
power, memory, display and other features of mobile phones. IBM India has
moving ahead with innovative solutions to the contemporary requirements; the
information management group at IBM Research-India is focused on
developing next-generation technologies in various areas such as advanced
business intelligence and insight generation, context orientated information
integration, and extraction of semantic knowledge from unstructured data.
These technologies are driven by IBM Research’s goal of building intelligent
solutions and services to address business problems in various industrial
sectors, including financial, telecommunication, retail, and healthcare, among
others.

IBM’s assignation with India dated back to 1962, when it operated through a
liaison officer in New Delhi. Not willing to dilute its control with local equity
as per the requirement of then government, IBM quit India in 1978. After the
liberalization of the economy, it reentered India through joint venture with the
Tata group and eventually bought out Tata’s shares in 1997. However, two
noteworthy moves maneuvered IBM’s new growth drive in India. First, in
March 2004, IBM India clinched a US $ 750 million outsourcing contract
from Bharti Tele-Ventures, India telecom major, beating aggressive bidding
from rivals HP and Oracle. Second a month later IBM acquired Daksha, a
leading player in Indian BPO industry. While the Bharti deal gave IBM the
much needed inroad into the domestic market, acquiring Daksha catapulted
IBM among top BPO service providers in India. While realigning the Indian
team to drive growth in line with IBM’s global objectives, Annaswamy, the
managing director of IBM India, was responsible for the domestic market,
while Amitabh Ray, head IGS India, reported directly to IGS IBM Global
Services) worldwide chief Ginni Rometty. These type of deed helps get rid of
bureaucracy and makes decision making faster. Inderpreet Thukral, director of
strategy and business development, was deputed to drive growth in emerging
business opportunities in India. This focus was further emphasized with

1465


Shanghai based Michael Cannon-Brookes, an old IBM hand in Asia, being
given special charge of China and India. Looking into relatively longer-term
strategic imperatives, Cannon-Brookes’ mandate was to oversee strategy for
both these markets and align them with IBM’s globally integrated service
offering. The decentralized structure enabled each unit to function
independently and thus grow faster.

IBM has been expanding its footprints in India and now has presence in over
200 cities and towns across country-either directly or through its strong
business partner network. India’s importance in IBM’s process transformation
and management operations was highlighted by it being named as one of the
company’s four emerging business opportunities; EBO, the first time ever in
IBM’s history that geography rather than technologies over verticals were
identified as opportunities. Translated EBO, implied that IBM in India could
at any time seek advice, counsel, and source ideas from any of the company’s
operation around the world.
Telecommunication Research and Innovation Centre (TRIC) at IBM
Research-India focuses on this exciting area of mobile computing and
challenges of the telecommunication industry with the goal of creating
innovative solutions and platforms. Researchers in TRIC collaborate
extensively with other IBM business units, telecom service providers as well
as academia.

Focused on promoting advanced telecommunications and mobile solutions and
infrastructure development, TRIC currently conducts research in following
key areas-

Enabling IT for emerging Economies using the Mobile
Platform

Telecom and Mobile Analytics

Telecom infrastructure and Middleware

Mobile application development environments and delivery
platforms

1466


Enterprise mobility

Context-aware-services

Mobile enabled industry solutions (such as Retail, Finance etc.)

The information management team develops novel techniques for loosely
coupled structured and unstructured data through symbiotic and semantically-
disambiguated information in an enterprise. This is achieved by viewing the
structured data in the relational database as a set of predefined “entities” and
identifying the entities from this set that best match a given document. It also
attempts to explore the value of incorporating text data in various predictive
analytic models for customer lifetime value (CLV), churn prediction, and
targeted marketing.

Conclusion
International environment differs greatly from one country to another in terms
of political, economic, legal, cultural aspects which poses big challenges for
international players. Powerful technological, regulatory, and economic forces
compel the senior executives of multinational corporations to repeatedly re-
evaluate and reconfigure value chains in search for ongoing competitive
advantage. However, releasing assets from existing activities and redeploying
them to new opportunities is a challenging task. MNC executives always
ought to map their worldwide footprint of strategic roadblocks and
opportunities to expand into new markets, divest redundant business, and build
flexibility to adapt future challenges.

In other words, although the ICT business is perhaps where the fast strategy
game has originated, it is spreading fast to other industries. Furthermore,
even in the absence of industry-wide change, companies that gain strategic
agility, such as an FMCG major’s "Connect and Develop" model of
open innovation, can gain strategic advantage in traditional industries and
create or transform markets.

1467


In sum, strategic agility is not needed only from companies that are in the
maelstroms of complex and rapid change. Companies in mature industries
that develop superior strategic agility can leave their competitors behind,
create new markets, rejuvenate their business models, and renew the way
they compete.

References:

1. Chakrabarti A., Bhaumik P.K. (2009), Internationalization of
technology development in India, Journal of Indian Business
Research, 1 (1) 26 – 38
2. Cateora & Graham , (2002) , International Marketing ,10th Edition,
Tata McGraw Hill , India , 316
3. Collis D.J., Montgomery C.A. (2008), Competing on Resources,
Harvard Business Review South Asia, July-August, 128-138
4. Doz Y., Kosonen M. (2008), Fast Strategy: How strategic agility
will help you stay ahead of the game, Wharton School Publishing,
New Delhi, India
5. Hill & Jain, (2009) , International business- Competing in Global
Marketplace, McGraw-Hill , India , 496
6. Jolly Vijay, (February 15, 1997) , Global strategies in the 1990’s,
The Financial Post, , p S6
7. Johan Hagel III, John Seely Brown and Lang Davison (2008),
Shaping Strategy in a world of Constant Disruption, Harvard
Business Review South Asia, October ,59-67
8. Khanna T., Palepu Krishna G. (2010), Winning in Emerging
Markets: A Road Map for strategy and Execution, Harvard
Business Press, Boston, Massachusetts, 83-89
9. Kotter J.P., Schlesinger L.A. (2008), Choosing Strategies for
Change, Harvard Business Review South Asia, July-August ,118-
126

1468


10. Malhotra S., Malhotra N (2007), Investing in an emerging market:
evidence from US firms investing in India, Competitiveness
Review: An International Business Journal incorporating, Journal
of Global Competitiveness, 17(1), 47 – 55
11. Mukherjee J., Sundararajan M. (2012), HCL: Facing the Challenge
of the Laptop Market,VIKALPA 37(1),113-126
12. Neilson G.L. , Martin K.L. , Powers E. (2008),The Secrets to
Successful strategy Execution, Harvard Business Review South
Asia, June , October , 37-46
13. Oburai P., Baker M. (2005), International Marketing Strategies in
India: An Application of Mixed Method Investigation, VIKALPA,
30(4), 11-23
14. Pangarkar N. (2011), High Performance Companies: Successful
Strategies from the world’s Top Achievers, Jossey –Bass,
Singapore, 9-25
15. Pillania R.K. (2009), Multinationals and emerging markets,
Business Strategy Series, 10 (2), 100 – 103
16. Sharan Vyuptakesh , (2010) , International business concept,
environment and strategy , Pearson Education, Singapore, 369

17. Shukla P. (2006), Emerging paradigms in the Indian marketplace,
Asia Pacific Journal of Marketing and Logistics, 18 (4), 249 - 253

18. Srinivasan S. (2009), In the pink: The IBM, The Indian Express,
16-17

19. Steinhilber Steve (2008), Three ways to make them work, Harvard
Business Press Book, 49-57

20. Varma S. (2011), Born global acquirers from Indian IT: an
exploratory case study, International Journal of Emerging Markets,
6(4), 351-368

1469


21. Wali A.A, Gupta A.D, Deshmukh S.G (2000), Quality initiatives in
an Indian software organization: a case study, Work Study, 49(7),
285-293

22. Yung-Chul Kwon (2010), Market orientation of Korean MNC
subsidiaries and their performance in the Chinese and Indian
markets, International Marketing Review, 27 (2), 179 - 199

23. Vikram Akula (2008), Business Basic at base of the pyramid,
Harvard Business Review South Asia, 31-35

24. Yves Doz and Kosonen Mikko (2008), Fast Strategy, Wharton
School Publishing, 1-19

1470

Strategic Agility of Multinational ICT Firms in India

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Strategic Agility of Multinational ICT Firms in India

Similaire à Strategic Agility of Multinational ICT Firms in India (20)

Dernier

Dernier (20)

Strategic Agility of Multinational ICT Firms in India