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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.
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