Special Issue on Organizational Landscape in India

The structural shifts in and growth of India’s economy since the initiation of fundamental economic reforms in the 1990s has been well documented in academic studies as well as in various reports of international institutions and consultancy firms. However, there is a paucity of studies examining private and state-owned organizations in India which have been an important component driving India’s economic growth. Anecdotal evidence from the popular press points towards the dynamism of Indian firms in terms of success in international markets, innovation models, and governance structures, among others. The objective of this special issue of Long Range Planning is to direct research effort into a systematic examination of the organizational landscape in India. As scholars of management, context and phenomena are important, if they are likely to change our view of the world as it exists today or if they have the potential to change some of our existing theories. Special focus is needed on the phenomena in countries like India because they are interesting, important and have the potential to significantly question and/or change some of our management theories that have been primarily developed in entirely different contexts. The special issue aims to put the spotlight on theoretically novel and managerially relevant research in the areas of innovation, entrepreneurship, internationalization, strategic management, organizational structures and governance within the context of India. Some of the topics of interest for this special issue include (but are not limited to):

• Similarities and contrasts in the strategies and management styles of Indian firms compared to firms in the rest of world. What are some of the unique management practices both in domestic and international markets followed by Indian firms that could be of relevance to firms globally?
• Business groups are ubiquitous in many Asian economies. The dominant explanation of their existence has been that they fill institutional voids in underdeveloped economies. Even though we see significant economic liberalization and improvement in the institutional environment in India over the past two decades, old Indian business groups continue to thrive and prosper, and new business groups have emerged. Research related to the strategic adaptation of Indian business groups to institutional changes, their governance structures, and diversification (both geographical and industrial) strategies has the potential to contribute not only to the business group literature but also to broader theories of organizational adaptation and networks.
• Many firms from Asia and other emerging markets are transforming themselves into ‘emerging multinationals’ by successfully competing with traditional MNCs from developed economies. What strategies and processes led these firms to overcome their late mover and resource disadvantages to emerge as multinationals? How does the experience of Indian multinationals contribute to the broader understanding of ‘emerging multinationals’?
• Reverse innovation: Traditionally firms developed products in the more advanced economies and sold them with few modifications in the developing economies. However, there has been an emerging trend of ‘reverse innovation’, where a growing number of multinationals are developing products suited to the local requirements of developing markets in Asia and then finding markets for them in more advanced economies. Manuscripts focusing on the innovation strategies of both MNCs operating in India as well as indigenous Indian firms have the potential to contribute to the knowledge transfer and innovation literatures.

The special issue is open to a wide range of theoretical and methodological approaches to address these and other issues, including historical analyses, case studies, grounded theory building, econometric analyses, etc. Furthermore, the special issue is open to the consideration of different types of organizations, including private and state-owned firms, independent, family owned and business-group affiliated firms, belonging to traditional and emerging industries, etc. The audience of Long Range Planning includes academics as well senior executives. Authors submitting papers for this special issue should therefore make efforts to address both types of audiences. The deadline for submission of manuscripts is September 15, 2012. Manuscripts should be prepared in accordance with Long Range Planning’s Style Guide for Authors: http://ees.elsevier.com/lrp.

Please direct any questions regarding the special issue to either of the guest editors:
Raveendra Chittoor: Raveendra_Chittoor@isb.edu
Preet S. Aulakh: paulakh@schulich.yorku.ca