The authors examine how organizational dimensions, including corporate culture and market orientation, affect performance in major Indian firms. The research uses a framework (the univer sal high performance model) developed in the United States and first tested in Japan to assess Indian organizational busi ness-to-business relationships. Although there are some intu itively obvious substantive differences between Indian and Japanese companies, the genercd pattern of how various factors drive business performance is similar in both countries despite the different economic environments in India and Japan. Rohit Deshpand? and John U. Farley As the world economy globalizes, scholarship on manage ment issues is sharing in the process of globalization. Theo ries and concepts drawn primarily from the industrialized, market-organized (often Western) economies frequently are adapted in various degrees for use elsewhere. At this time, special interest focuses on the extent to which such ap proaches to management are relevant to the many economies that are in the process of replacing some elements of com mand structures with more market-oriented ones. This arti cle deals with how various elements of a research program on organizational culture and market orientation transfer from one environment to another. We contrast results of stud ies in Japan and India. Theoretical Framework for the Comparison A cross-cultural comparison of factors that affect corporate performance requires a reasonable theoretical basis for mea surement, including some a priori evidence of conceptual ro bustness. This article uses such a framework, which was developed on the basis of theories primarily drawn from Western industrial countries with the support of the Market ing Science Institute, a major industry-supported U.S. re search organization. In this framework, high-performance firms are hypothesized to share four key characteristics: 1. A high degree of market orientation, 2. Innovativeness, 3. Organizational climates of openness and trust, and 4. An externally oriented organizational culture. The first application of the framework was in Japan (Desh pand?, Farley, and Webster 1993). Research in several other Submitted February 1999 Revised June 1999 ? Journal of International Marketing Vol. 7, No. 4, 1999, pp. 111-127 ISSN 1069-031X
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