Executive insights: Corporate culture and market orientation: Comparing Indian and Japanese firms

The authors examine how organizational dimensions, including corporate cult ure and market orientation, affect peformance in major Indian firms. The re search uses a framework (the universal high performance model) developed in the United States and first tested in Japan to assess Indian organizationa l business-to-business relationships. Although there are some intuitively o bvious substantive differences between Indian and Japanese companies, the g eneral pattern of how various factors drive business performance is similar in both countries despite the different economic environments in India and Japan.