Jitendra Singh

• Michael Useem, Harbir Singh, Peter Cappelli, Jitendra Singh (2015), Indian Business Leadership: Broad Mission and Creative Value, The Leadership Quarterly . Abstract

  While general models of business leadership have drawn extensively on American companies, we find that two distinctive leadership principles have emerged among Indian companies. We conducted interviews in 2007–09 with top executives, primarily the chief executive, of 102 of the 150 largest companies listed on the Mumbai stock exchange. Though aware of Western leadership principles and applying some of them, Indian business leaders have developed their own guiding principles that emphasize 1) broad mission and purpose, servicing the needs of stockholders but also focusing on family prosperity, regional advancement, and national growth; and 2) creative value propositions, devising new products and services to meet the needs of large numbers of low-income consumers with extreme efficiency. Business leaders in the U.S. have long stressed total shareholder return, and while business leaders in India also focus on owner interests, Indian business leaders have embraced goals extending beyond their company’s financial calculus.

• Jitendra Singh (2010), “Chance Encounters, Ecologies of Ideas and Career Paths.” In Kaye Schoonhoven and Frank Dobbin (eds.), Research in the Sociology of Organizations, Organizational Studies: The Stanford Legacy, 1970-2000, forthcoming.
• Jitendra Singh, Peter Cappelli, Harbir Singh, Michael Useem, The India Way: How India’s Top Business Leaders are Revolutionizing Management, Harvard Business Press (:, 2010)
• Peter Cappelli, Harbir Singh, Jitendra Singh, Michael Useem (2010), Leadership Lessons From India, Harvard Business Review, 90-97. Abstract

  The article discusses research on performance management and leadership strategy which resulted in competitive advantages for companies that are based in India. The so-called Indian business model at companies such as Infosys, Reliance Industries, and Aventis Pharma is mentioned. The skills that Indian executives consider most valuable include strategic thinking and communication of an organizational vision. The characteristics of leaders that are considered valuable include being accountable and being an inspirational role model. Organizational transparency, employee empowerment, and investment in training are part of the corporate culture.

• Peter Cappelli, Harbir Singh, Jitendra Singh, Michael Useem, The India Way: How India’s Top Business Leaders Are Revolutionizing Management (: Harvard Business School Press, 2010) Abstract

  Exploding growth. Soaring investment. Incoming talent waves. India’s top companies are scoring remarkable successes on these fronts and more. How? Instead of adopting management practices that dominate Western businesses, they’re applying fresh practices of their own in strategy, leadership, talent, and organizational culture. In The India Way, the Wharton School India Team unveils these companies’ secrets. Drawing on interviews with leaders of India’s largest firms – including Mukesh Ambani of Reliance Industries, Narayana Murthy of Infosys Technologies, and Vineet Nayar of HCL Technologies – the authors identify what Indian managers do differently, including: Looking beyond stockholders’ interests to public mission and national purpose. Drawing on improvisation, adaptation, and resilience to overcome endless hurdles. Identifying products and services of compelling value to customers. Investing in talent and building a stirring culture. The authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context. With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization’s performance.

• Jitendra Singh and R. Ramamurti, (ed.), Emerging Multinationals from Emerging Economies (:, 2009)
• J Baum and Jitendra Singh, Evolutionary Dynamics of Organizations (:, 1994)
• Jitendra Singh, Organizational Evolution: New Perspectives (: Sage Publications, 1990)

• Tata Consultancy Services' Girija Pande: China and India are on Different Roads to a Common Destiny - 07/15/2010
• Corporate Affairs Secretarhy R. Bandyopadhyay: 'CSR is not Charity - It's a Win-Win Situation' - 06/17/2010

Knowledge @ Wharton

• Summer Reading: Wharton Faculty Picks, Knowledge @ Wharton - 07/23/2024
• What Does Your Writing Style Say About You?, Knowledge @ Wharton - 07/23/2024
• How to Align Private Equity Motives with Nursing Home Outcomes, Knowledge @ Wharton - 07/22/2024
• Baby Bust | Stewart Friedman, Knowledge @ Wharton - 07/16/2024
• Why Are Private Equity Firms Buying Mental Health Clinics?, Knowledge @ Wharton - 07/15/2024
• Who Benefits in the Deal Between Reddit and OpenAI?, Knowledge @ Wharton - 07/15/2024
• How Behavioral Factors Shape Retirement Wealth, Knowledge @ Wharton - 07/15/2024
• Stocks for the Long Run | Jeremy Siegel, Knowledge @ Wharton - 07/09/2024
• This Media Bias Detector Analyzes News Reports in Real Time, Knowledge @ Wharton - 07/09/2024
• Are Corporate Human Rights Practices Up to Par?, Knowledge @ Wharton - 07/08/2024