This book examines the Indian operations of five multinational organisations from three different cultural zones—one British–American, two Scandinavian and two from the Pacific rim (Japan and South Korea). A comparative analysis showed that each company brought to India its unique cultural imprint, but simultaneously realized the need to adapt management practices to Indian settings. Thus, while providing capital, technology, and a framework for setting targets and standards for production, they absorbed aspects of the work culture in India, typically characterized by hierarchy, personalized relationships, and personal loyalty, to ensure continued productivity./-//-/Multinationals in India is rich in qualitative data, having used responses of managers to understand their beliefs, preferences, and practices.