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When in India do as the...: An insight into an Italian automotive company's experiences in India

机译:在印度的时间......:了解意大利汽车公司在印度的经验

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Purpose - The emergence of India as an economic power over recent years has created a need tornunderstand the way in which business is carried out in that part of the world. It is also important tornrealize how businesses are founded and structured in India. Many Indian companies are family-runrnbusinesses just like their Italian counterparts. This research attempts to study a typical Italianrncompany, its experiences in India, its aspirations, the challenges faced in the context of an emergingrneconomy and the possible roadways to map the future.rnDesign/methodology/approach - The work is based on an interview with Pietro Valfre'di Bonzo,rnchief corporate representative of Fiat International in India, conducted under the aegis of the GLOBErnproject (Global Leadership and Organizational Behaviour Effectiveness Research Programme). ThernGLOBE study was conducted across 62 nations worldwide. It was initiated to study the leadershiprnbehaviours of top leaders across the globe and attempts to find out the key leader behaviours that arernvital to the businesses. It also studies what leader behaviours are important in different countries andrnwhat might click in India may not click in France, and so on.rnFindings - The automobile industry is a fast-moving industry as far as India is concerned withrnglobal competitors present on Indian soil. Many authors observe that the industrial sector to which anrnorganization belongs and the common kinds of pressures encountered by organizations, such as thernrate of technological change and the general level of environmental turbulence, affect organizationalrncultural practices. Fiat too is trying to adapt with the changing dynamics of the Indian automobilernindustry.rnPractical implications - Western companies like Fiat face stiff competition from Indian car makersrnlike Tata, Mahindra, Maruti etc. Pricing will play an important factor because of the emergence of arnhuge middle-class population in India, promptly tapped by Tata, which has recently launched TatarnNano, touted as a triumph of Indian ingenuity and the world's cheapest car, costing just 100,000 rupeesrn($1,979; £1,366).rnOriginality/value - This is an original piece of work.
机译:目的-近年来,印度已成为经济强国,因此有必要理解世界各地开展业务的方式。弄清在印度如何建立和组织企业也很重要。与印度同行一样,许多印度公司都是家族式企业。这项研究试图研究一家典型的意大利公司,其在印度的经验,其理想,在新兴经济体制下面临的挑战以及描绘未来的可能道路。设计/方法论/方法-该工作基于对Pietro的采访菲亚特国际公司印度公司的法人代表Valfre'di Bonzo在GLOBErnproject(全球领导力和组织行为有效性研究计划)的主持下进行。 ThernGLOBE研究在全球62个国家进行。它旨在研究全球最高领导人的领导行为,并试图找出与企业息息相关的关键领导行为。它还研究了哪些领导者行为在不同的国家中很重要,以及在印度可能点击的东西在法国可能不会点击的东西,等等。rn发现-就印度而言,汽车产业是一个快速发展的产业,与印度境内存在的全球竞争对手有关。许多作者观察到,组织失灵所属的工业部门以及组织所面临的常见压力,例如技术变革的失灵和环境动荡的总体水平,都会影响组织的文化实践。实用意义-菲亚特这样的西方公司面临着来自印度汽车制造商Tata,Mahindra,Maruti等的激烈竞争。由于中间市场的出现,定价将起重要作用。塔塔(Tata)迅速利用了印度一流的人口,塔塔最近推出了TatarnNano,被吹捧为印度的才智和世界上最便宜的汽车的胜利,仅售100,000卢比(1,979美元; 1,366英镑)。rnOriginality / value-这是原始的工作。

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