India Way 印度方式 英文原版 在线下载 pdf mobi 2025 epub 电子版

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 ownin

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.

1   Indian Business Rising

　The Contemporary Indian Way of Conducting Business

2  The Way to the India Way

　Economic Reforms Drive Development of New Capabilities

3  Managing People

　Holistic Engagement of Employees

4  Leading the Enterprise

　Improvisation and Adaptability

5  Competitive Advantage

　Defivering the Creative Value Proposition

6  Company Governance

　Fulfilling Broad Mission and Purpose

7  Learning from the India Way

　Redefining Business Leadership

Appendix A: Growth of the India Way

Appendix B: Indian Business Leader Interviews and Survey

Appendix C." Cultural Roots of the India Way

Notes

Bibliography

Acknowledgments

Index

About the Authors

Peter Cappelli is the George W. Taylor Professor of Management

and Director of the Wharton Center for Human Resources. Harbir

Singh is the William and Phyllis Mack Professor of Management and

Codirector of the Mack Center for Technological Innovation at the

Wharton School. Jitendra Singh is the Saul P. Steinberg Professor

of Management at the Wharton School. Michael Useem is the William

and Jacalyn Egan Professor of Management and Director of the

Wharton Center for Leadership and Change Management.

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书籍介绍

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 ownin 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.

• 作者：冬至 发布时间：2020-04-14 22:49:10

  这本对荣格的部分核心概念讲得比较清楚，比如谈“individuation”为何译为“个体化”不好，比如谈“积极想象”究竟是什么。作者时常用中国文化的例子来间接佐证有意思，加了些荣格和黑塞、泡利等人的交往经验也不错，就是后面夹带私货多了些，颇有攀洋人亲戚的感觉，哈哈

• 作者：amyli1005 发布时间：2014-05-19 15:56:31

  I jotted down some key things that impressed me in the book. ( some review notes in Amazon actually speak not in favor of the ideas in the book.) 1) Social responsibility 2) Take care employees 3)Develop customer 4) Adaptability. Maybe I shall write a review to the book. BTW, this is not a fun read. ：）

• 作者：豆友214802359 发布时间：2022-01-04 09:00:47

  理论和实操结合，内容比较全面，是HR职业发展的一本好书

• 作者：冲鸭 发布时间：2020-05-31 12:27:03

  居然有飞行员日志

• 作者：草头王1990 发布时间：2015-05-27 14:38:29

  当作学习英语的话挺好 不过里面说的内容不大具有普遍性 还是那些少数的公司才能很好的执行 至少我实习过的那家公司就没有那么“好” 另外这也并非是印度独创的 比如倒金字塔就可以在Philip的营销管理里找到 所以很多还是照搬西方的管理理念 也可以说他们早就被潜移默化的“西化”

• 作者：微微阑珊 发布时间：2009-12-08 23:08:07

  这就是段传说和历史混杂的时代，所以作者也很混乱，乱死了

• 沉甸甸的《九栋》

  作者：楊葵 发布时间：2011-02-14 11:45:14

• 思路和代码都那么漂亮

  作者：无衣CS 发布时间：2020-07-08 12:23:24

  刚读一点儿的时候我就在想，等我读完一定要给它写一篇好评。

  我之前也读过别的用Python写的算法书，虽然那本书也把算法实现得很好，但是完全无法给人美的感受。读这本书的时候，我总是在感叹：代码写得真漂亮啊！

  我总结出的本书优点如下：

  1. 充分利用了Python的特性，代码非常Pythonic

  这本书的代码没有“口音”，就是原汁原味的Python,不像有的书挂着Python的幌子，却能看出作者最常用的语言是Java或者别的什么，于是所有的Python代码都带上了从别的语言翻译过来的翻译腔。在这本书里，我们随处可以看到列表推导、解包、对具名元组的使用、对各种便捷的装饰器的使用等等。格式方面的规范，也遵循了PEP8。

  2. 旨在解决一类问题，而不是仅仅针对一个问题

  除了第一章和最后一章，中间的部分每章都是面向一类问题，作者带领我们编写的用于解题的类和函数都是通用的类型。解决具体问题的时候，我们只需要在继承的基础上做一些个性化的改动，然后就会惊喜地看到前面编写的函数或者方法依然可以正确地执行，得到我们想要的结果。这样做的好处可不是偷懒，而是透过纷杂的表象看到内在的本质。这不正是算法学习想要追求的效果吗？

  3. 大量使用类型注解，辅助理解代码

  对类型注解的大量使用可以说是本书的一大特色。我相信会有一些读者觉得不习惯，就像我第一次在leetcode上看到类型注解时一头雾水一样。如果代码非常简单，参数的类型也是内置的常用数据类型，类型注解看起来可能会比较多余。但是，当代码的逻辑比较复杂，使用的参数、返回的值也有大量自定义类型的时候，类型注解简直救了我的命。

  编写类型注解确实比较耗时，我跟着这本书写代码的初期也产生过要不要去掉它们的想法。但是当它们在我思路受阻的时候帮助我快速回忆起了前面的函数和方法的作用，进而帮助我理清了整体的思路时，我非常感谢作者在类型注解上倾注的耐心。

  4. 所有的解释都很详尽，但是并不冗余

  作者对思路和代码的解释很清晰，很到位。所有我困惑的地方，他都解释到了。而且他很清楚自己这本书关注的重点是什么，所以不该深入的地方，他也会坦诚地告诉读者。神经网络那一章，对于我这样没有机器学习基础的读者来说，读起来比较吃力，幸好有作者耐心的引导和恰当的详略安排，我才能信心满满地读完。

  以上是我的评价。推荐对本书话题感兴趣的朋友阅读这本书，我相信会有很多收获。我自己是没有办法在一次阅读过后就吸收这本书里的全部知识的，所以未来我也会反复阅读。