The authors examine how organizational dimensions, including corporate culture
and market orientation, affect performance in major Indian firms. The research
uses a framework (the universal high performance model) developed in the United
States and first tested in Japan to assess Indian organizational
business-to-business relationships. Although there are some intuitively obvious
substantive differences between Indian and Japanese companies, the general
pattern of how various factors drive business performance is similar in both
countries despite the different economic environments in India and Japan.
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