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Mimicry and Revival: The Transfer and Transformation of Management Knowledge to India, 1959-1990

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  • Nidhi Srinivas

Abstract

This paper examines the early transfer of management knowledge to India, with particular attention to the relationship between the institutional context and the content of management knowledge. It identifies a shift in the relationship with foreign management knowledge, from mimicry to revival, from adopting U.S. models to identifying uniquely Indian equivalents. The initial transfer process encouraged researchers to eventually identify a body of management knowledge recognizably "Indian." The argument is that rather than treating Indian management knowledge as a fixed essence, it should be seen as an active construction, the effect of the initial transfer process and the consequent creation of elite institutions and an academic class.

Suggested Citation

  • Nidhi Srinivas, 2008. "Mimicry and Revival: The Transfer and Transformation of Management Knowledge to India, 1959-1990," International Studies of Management & Organization, Taylor & Francis Journals, vol. 38(4), pages 38-57, January.
    • Handle: RePEc:taf:mimoxx:v:38:y:2008:i:4:p:38-57
    DOI: 10.2753/IMO0020-8825380402
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    Cited by:

    1. Lourens van Haaften, 2021. "Management science and nation building: The sociotechnical imaginary behind the making of the Indian Institute of Management in Ahmedabad," The Indian Economic & Social History Review, , vol. 58(3), pages 333-359, July.
    2. Rai, Soumi, 2012. "Human resource management and labour relations in the Indian industrial sector," Discussion Papers, Research Group Globalization, Work, and Production SP III 2012-301, WZB Berlin Social Science Center.
    3. Ojha, Abhoy K. & Tarakad Venkateswaran, Ramya, 2022. "Understanding the colonial roots of Indian management thought: An agenda to decolonise and theorise for Indian contexts," Journal of Business Research, Elsevier, vol. 149(C), pages 700-712.

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