IDEAS home Printed from https://ideas.repec.org/a/eee/scaman/v9y1993i2p129-143.html
   My bibliography  Save this article

Industrial policy liberalization and TNCS: The Indian experience

Author

Listed:
  • Jansson, Hans
  • Sharma, D. Deo

Abstract

In recent years a number of host governments have declared their intention to liberalize their industrial policies toward transnational corporations (TNCs). Taking India as an example. economic liberalization is defined here as an industrial policy implementation issue, and is studied with reference to licensing procedures between 1984 and 1990. Liberalization is effected through a Government-TNC network. The four dimensions used to measure the results of liberalization show that this network has remained more or less intact during the period, so that it is still time- and resource-consuming to obtain licences. A study of changes in the number of controls and the efficiency of the executive bodies also indicates that policies towards TNCs have been only partially liberalized. This result is explained by an institutional organization theory.

Suggested Citation

  • Jansson, Hans & Sharma, D. Deo, 1993. "Industrial policy liberalization and TNCS: The Indian experience," Scandinavian Journal of Management, Elsevier, vol. 9(2), pages 129-143, June.
  • Handle: RePEc:eee:scaman:v:9:y:1993:i:2:p:129-143
    as

    Download full text from publisher

    File URL: http://www.sciencedirect.com/science/article/pii/095652219390043R
    Download Restriction: Full text for ScienceDirect subscribers only
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Awuah, Gabriel B., 1997. "Promoting infant industries in less developed countries (LDCs): A network approach to analyse the impact of the exchange relationships between multinational companies and their indigenous suppliers in," International Business Review, Elsevier, vol. 6(1), pages 71-87, February.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:eee:scaman:v:9:y:1993:i:2:p:129-143. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Catherine Liu (email available below). General contact details of provider: http://www.elsevier.com/wps/find/journaldescription.cws_home/872/description#description .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.