corporate model’s focus on shareholders

dominance of American business theory internationally

employee development at Indian vs.

employee empowerment in Indian vs.

fallout from 2008–2009 financial crisis

focus on strategy and finance

growth rate of American economy

Indian vs. American leadership style

the India Way as an alternative to U.S. corporate model

lack of investment in employees in

outsourcing of employment, India vs. U.S.

ownership of U.S. corporations

popularity of U.S. MBA programs

post-WWII rise in dominance of

prevalence of financial fraud in the system

principal-agent model of American boards

public’s view of business executives

relative competitiveness of Indian vs. American companies

Sarbanes-Oxley Act

time allocation, Indian vs. U.S. business leaders

views of competitiveness

Western principles for stimulating economic growth

business success

company background

culture and

goal of both scale and speed

outsourcing of core competencies

post-reform growth

rationale for outsourcing

comanager scheme

company background

focus on customer satisfaction and retention rates

global mind-set adoption

onshore service, offshore cost goal

structure driven by strategy

business-group companies in India

compliance vs. entrepreneurial boards

convergence of East and West practices

distinctive aspects of Indian governance

embracing of stakeholder-informed model of governance

failure to monitor at Satyam

flaws in rules-based compliance

history of governance in India

independent board members’ contributions to decision making

independent board members’ expertise stressed over monitoring function

Indian executives’ perceptions of corporate governance

Indian executives’ response to increased governance

at Infosys Technologies

ownership of U.S. corporations

principal-agent model of American boards

Sarbanes-Oxley compliance

Securities and Exchange Board of India

socially responsible governance belief

types of ownership of Indian companies

values-based governance goal

values-based vs. rules-based approach

American focus on strategy and finance

basis of Indian companies’ strategy

competitive edge from lower labor costs

creative value propositions example (see Cognizant Technology Solutions Corporation)

cultural and organizational themes

customer centricity emphasis

decentralization of decision-making authority

identifying sources of in firms

improvisation and adaptability example (see Bharti Airtel)

Indian business leaders’ priorities

leadership vision that emphasizes service

leaders’ view of strategy

operating principles for innovative structure and strategy

relationship between strategy and organizational architecture

role of mission and purpose example (see Hindustan Unilever)

timeliness emphasis in decision making

top tier of management importance

trial-and-error approach

willingness to risk failure

of Bharti Airtel

family-like basis in India

of ICICI Bank

of the India Way

at Infosys Technologies

priorities of top executives

role modeling to communicate culture

of Tata Group

view of in India

acquisitions increase following

Asian tigers example

bureaucratic myths

business environment prior to reform

businesses’ increased sense of social responsibility

business leaders ability to capitalize on changes

challenges remaining

changed relationship between business and government

changes in firms due to

competitive edge from lower labor costs

contribution to a favorable investment climate for foreigners

contribution to rise in India’s status

demographic complexity of India

entrepreneurship and

fraud as a continuing problem

gross domestic product and foreign exchange reserves affected by

impetus from multinational competition

international events forcing change

rise in admiration for business leaders

span of reforms

switch to requiring more of employees

Tata Group example

characteristics of Indian executives

distinct Indian circumstances confronting leaders

dominance of American business theory

engagement in expansive thinking

executives’ involvement in social issues

executives’ perceptions of corporate governance

executives’ response to increased governance

executives’ view of competitiveness

flexibility and resilience need

focus on constituents

Indian business leaders’ priorities

Indian vs. American leadership style

jugaad and adaptation

leadership vision that emphasizes service

leaders’ view of strategy

management by exception

popularity of U.S. MBA programs

rise in admiration for business leaders post-reforms

time allocation, Indian vs. U.S. business leaders

transactional leadership vs.

transformational leadership example (see ICICI Bank)

use of trial and error

vision and values

in American businesses

in Indian businesses

business background

business strategy

CEO’s philosophy

employee empowerment

employee first, customer second concept

360-degree feedback system

trust pay system

belief in a social purpose

British influences

leveraging of existing rural self-help groups

target demographic

business background

CEO’s criteria for choosing leaders

challenges for operating model

company goal

culture’s role in success

direct involvement approach by Kochhar

succession choice process

trial-and-error approach

basis of strategy

capacity to find a creative advantage

characteristics of Indian executives

decline in poverty rate in India

executives’ involvement in social issues

foreign direct investment in India

gross domestic product

growth rate of Indian economy

growth rate of largest companies

impact of economic reforms on (see economic reforms of the early 1990s)

leader interviews (see leader interviews)

melding of business and national leadership

mergers and acquisitions by foreign companies

private equity investing in India

public’s view of business executives

rise in admiration for business leaders post-reforms

adaptability of its approach to strategy

as an alternative to U.S. corporate model of ownership

basis of strategy

bureaucratic myths

common views on Indian culture that relate to business

corruption in India and

country’s rise in international status

culture of

factors contributing to an advantage in performance

history of India and

most valued attributes of company leadership

obsolete nature of legacy model

principal practices

purposeful lack of reliance on American business norms

viability of

board of directors

culture

governance at

post-reform changes

recruiting process

biographical sketches

characteristics of interviewed leaders

educational institutions attended

names of interviewees

online

questions asked

types of companies

annual reports mentions of employees

continuing improvement goal

culture and

downside of strong personal ties

employee commitment tied to sense of reciprocity

employee development tied to capability building

employee empowerment

employee learning importance

executives’ view of competitiveness

hiring and training at Yes Bank

HR involvement in business strategy

lack of cost reduction as a priority for human resources

lack of investment in employees in American companies

metrics used to access employees

outsourcing of employment, India vs. U.S.

priorities for HR in Indian companies

recruiting at Infosys

results of expert execution

senior manager assessments based on employee satisfaction

sense of mission shared by employees

tied to business strategy

tied to competitiveness example (see HCL Technologies)

training and development investment

actions fundamental to the India Way

adaptability of the India Way approach to strategy

advantage of taking a long-term perspective

corruption in India

decline in poverty rate in India

governance and

Indian business leaders’ belief in

problem with short-term approach to maximizing quarterly profits

rankings of ease of doing business in different countries

relative competitiveness of Indian vs. American companies

sense of, reflected in reduced need for regulations

stockholder- vs. stakeholder-centric management

U.S. corporate model of ownership

values-based approach alternative

viability of

culture of

ownership of

philanthropy

post-reform adjustments

acquisitions

decision to build the Nano

purchase of American businesses