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Cross-Cultural Management of an Indian Multinational in its Western Subsidiaries: An Exploratory Study

Abstract Multinationals from emerging countries are climbing up the global performance ladder successfully and at a very fast pace. In spite of this there has not been enough studies done on the subject especially empirical studies, as pointed out by several authors. Our paper fills the gap in the literature by presenting the cultural adaptation of an Indian multinational in its developed country subsidiaries through a case study. The study focused on the behavior of the Indian multinational at the home country and in the developed country subsidiaries. The strategies used by them and finally the performance perception as viewed by the top level managerial board.