Managerialism for Economic Development

Prasad, Shailendra; Negandhi, Anant R.

doi:10.5465/amj.1969.19211744

Cited by 4 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…However, these different 'environments' were mostly in developed countries, while the studies about management practice in developing countries were far less numerous. There were naturally some exceptions (Negandhi and Prasad, 1971;Prasad and Negandhi, 1968), which grew as it became obvious that local variables could play a role in explaining different outcomes when US models where imported to developing countries. Among the most comprehensive studies conducted on a world scale, the Globe project (Chhokar et al, 2007;House et al, 2004) should be mentioned.…”

Section: Hegemonic Mokmentioning

confidence: 99%

Southern voices in management and organization knowledge

Alcadipani¹,

et al. 2012

View full text Add to dashboard Cite

Section: Hegemonic Mokmentioning

confidence: 99%

Southern voices in management and organization knowledge

Alcadipani¹,

et al. 2012

View full text Add to dashboard Cite

“…But within a decade a group of Indian scholars (almost all based in the United States) were studying the limits to this 'applicability'. What of management knowledge was universal (Prasad and Negandhi, 1968;Negandhi, 1968)? The preface to their published volume, by the first Indian Chief Executive of Hindustan Levers, Prakash Tandon, noted that management was more important than any natural resource a country could possess.…”

Section: Authenticity In Management Knowledgementioning

confidence: 99%

Epistemic and performative quests for authentic management in India

Srinivas

2012

Organization

View full text Add to dashboard Cite

The project of identifying voices from the South, and transforming the discipline of organization studies through such engagement, raises important questions of how to assess and categorize disciplinary knowledge adequately for such a purpose. This article discusses two quests for authenticity in the context of Indian management studies, based in claims of epistemic relevance and performative efficacy. In both instances there appears a conscious effort to hear voices of the south. But is it sufficient to adequately re-order management knowledge to the demands of a locale, to make it more authentic? Keywords management knowledge, epistemic relevance, performativity, Indian management, Ashis Nandy, Indian philosophy, Edward Said What ensures the relevance of a body of knowledge to a locale? And in that sense can seeking and hearing voices from the south be sufficient to adequately re-order management knowledge to the demands of a locale?The article is arranged as follows. Section 1 discusses authenticity in terms of enduring questions of relevance of management knowledge to multiple locations. Section 2 presents a localespecific quest for authenticity in management knowledge, the search for Indian management. Section 3 offers a reflexive account of a yoga camp where managerial efficacy is linked to Hindu texts. A discussion of these two examples follows, in section 4, which argues for more critical attention to allied projects in philosophy and postcolonial theory, that shed light on the search for authenticity. The conclusion suggests that requires more critical sensitivity to how the authentic is negotiated in management studies theorizing subalternity.

show abstract

“…These cultural factors were represented as constraints that hampered the smooth transfer of new knowledge that would forge a new India (as in Kapp, 1963 andPrasad &Negandhi, 1968). Thus, managing a factory involved finding ways of overcoming the inevitable systems of patronage that developed on caste, kin, and religious lines.…”

Section: Unlearning Indian Knowledgementioning

confidence: 96%