Handbook of Research on Managing Managers
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Handbook of Research on Managing Managers

Edited by Adrian Wilkinson, Keith Townsend and Gabriele Suder

This book explores the changing role of managers in the workplace. In recent years, there has been considerable debate on the future of management, with both pessimistic and optimistic views being put forward. However, in the wake of delayering, downsizing, re-engineering and the pursuit of leanness, the more gloomy perspective has gained currency, especially in the popular managerial literature, and some have pronounced the end of management altogether. Some paint a more optimistic picture of managers and managers’ work with roles being transformed rather than replaced and the new organisational context providing more demanding work but greater autonomy and increased skill development. With contributions from experts in the field, this book is concerned with the way organisations manage their managers and how this continues to evolve with reference to global issues.
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Chapter 18: Managers in developing countries

Rabi Narayan Kar, Sumati Varma and Gabriele Suder


Developing countries continue to both seek and attract the attention and focus of international business and management research and practice. While much of scholarly literature views the 1990s as a lost decade for much of the developing world (Easterly, 2001), growth rates picked up significantly in the 2000s, with the number of developing countries beginning to converge strongly with the affluent OECD countries, leaping from 12 to 65. At the same time as developing countries increasingly became part of developed countries’ value chain, FDI and various locational strategies of internationalising Western MNES, the countries also benefited from the emergence of increasing home-grown MNE development. Between 1991 and 2003 the growth rate in the number of outward-investing firms in India was 809 per cent – higher than the corresponding growth in countries like China (805 per cent), the Republic of Korea (611 per cent), Brazil (116 per cent) and Hong Kong (90 per cent) for the same time periods (UNCTAD, 2006, p. 122, table III.13). A number of Indian firms have also found their way into listings of top global firms as a result of their large-scale overseas acquisitions (Sauvant and Pradhan, 2010; Varma, 2011). This has been an unprecedented expansion in the history of the Indian MNEs.

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