The creation of wealth: the Tatas from the 19th to the 21st Century
Material type:
TextPublication details: New Delhi Penguin Random House India Pvt. Ltd. 2004 Description: xxxii, 307 pISBN: 9780143062240Subject(s): Tata Industries Private Limited | India | Tata family | IndustrialistsDDC classification: 338.70954 Summary: Description
When Jamsetji Tat started a trading firm in 1868, few could have guessed that he was also starting an important chapter in the making of modern India. Jamsetji saw that the three keys to India's industrial development were steel, hydroelectric power, and technical education and research. A century and a half later, the Tatas can claim with justice to have lined up to the vision of their founder.
This edition includes the story of how the Tatas, with Ratan Tata at the helm, have had to grapple with change in the post-1992 era of economic reforms, when the opening up of India to the world came as both a challenge and a blessing. In a frank epilogue, Ratan Tata talks about the difficulties he faced in implementing change, including resistance from his colleagues.
| Item type | Current library | Collection | Call number | Copy number | Status | Date due | Barcode |
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Book
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Indian Institute of Management LRC General Stacks | Non-fiction | 338.70954 LAL (Browse shelf(Opens below)) | 1 | Available | 001141 |
Description
When Jamsetji Tat started a trading firm in 1868, few could have guessed that he was also starting an important chapter in the making of modern India. Jamsetji saw that the three keys to India's industrial development were steel, hydroelectric power, and technical education and research. A century and a half later, the Tatas can claim with justice to have lined up to the vision of their founder.
This edition includes the story of how the Tatas, with Ratan Tata at the helm, have had to grapple with change in the post-1992 era of economic reforms, when the opening up of India to the world came as both a challenge and a blessing. In a frank epilogue, Ratan Tata talks about the difficulties he faced in implementing change, including resistance from his colleagues.
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