The emergence of developing country multinational companies (DMNCs) provides us an opportunity to redress the neglect of the process of cross-border legitimation. We argue that DMNCs face three challenges to legitimation in developed country markets-liability of foreignness, liabilities of origin, and liability of advantage.

This study investigates the nature of collaboration between industry and academia in the Indian automotive sector through detailed case studies of three original equipment manufacturers (OEMs), two component manufacturers and three academic research groups, all actively involved in innovation.

Purpose - The purpose of this paper is to identify the innovation strategies, and to understand the role of innovation, in the growth of Indian market leaders.

Recent research on the Base of the Pyramid ('BoP') has called on firms to initiate market-driven interventions directed at the BoP population with the objective of identifying and pursuing mutually profitable means of attaining meaningful poverty alleviation outcomes.

This article examines how heterogeneous features among business groups influence the corporate diversification-firm performance relationship. The study classifies heterogeneity along three dimensions: group size, group diversity, and share ownership.

India's efforts in space have largely focused on civilian applications for meeting the development needs of the country in accordance with a mandate of peaceful use. The economic value to India from its space assets can be estimated at about $40 billion. Much of the country's vital infrastructure also depends crucially on space.

It is widely recognized that the source of competitive advantage for many organizations lies in their leadership pipeline. In fact, leadership has been seen as a critical variable in the change and transformation efforts of organizations. We present the case study of a leadership development initiative at a large Indian familyowned Group - The Murugappa Group.

A controversy exists on the use of the investment-cash flow sensitivity as a measure of financing constraints of firms. We re-examine this controversy by analyzing firms affiliated to Indian business groups.

Case A on CavinKare describes the entrepreneurial journey of the founder, C.K. Ranganathan. As the enterprise outperformed expectations, the organization set itself an incredible vision. This case traces the history of the entrepreneur and the growth story of the enterprise.

Case B on CavinKare describes the incredible vision the organization has set for itself. This case is set at a time when the company had achieved significant progress towards its incredible vision, but needed a quantum jump in performance to sustain its growth.