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The Emergence of Networked Organizations in India: A Misalignment of Interests?

The Emergence of Networked Organizations in India: A Misalignment of Interests?

Gurpreet Dhillon, Trevor Moores, Ray Hackney
Copyright: © 2001 |Volume: 9 |Issue: 1 |Pages: 6
ISSN: 1062-7375|EISSN: 1533-7995|ISSN: 1062-7375|EISBN13: 9781615201471|EISSN: 1533-7995|DOI: 10.4018/jgim.2001010104
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MLA

Dhillon, Gurpreet, et al. "The Emergence of Networked Organizations in India: A Misalignment of Interests?." JGIM vol.9, no.1 2001: pp.25-30. http://doi.org/10.4018/jgim.2001010104

APA

Dhillon, G., Moores, T., & Hackney, R. (2001). The Emergence of Networked Organizations in India: A Misalignment of Interests?. Journal of Global Information Management (JGIM), 9(1), 25-30. http://doi.org/10.4018/jgim.2001010104

Chicago

Dhillon, Gurpreet, Trevor Moores, and Ray Hackney. "The Emergence of Networked Organizations in India: A Misalignment of Interests?," Journal of Global Information Management (JGIM) 9, no.1: 25-30. http://doi.org/10.4018/jgim.2001010104

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Abstract

We present a potential misalignment that many emerging economies may face with respect to the advent of networked organisations. We argue that although it may seem that networked organisations appear to offer a viable option for the progress of a nation, a deeper analysis suggests otherwise. This will be exemplified through the case of The Engineering Corporation and its presence in India. While The Engineering Corporation does indeed provide employment to the local economy, the host country must determine the right mix of the aspects involved in the collaborative venture. If this care is not taken, there will be little benefit for the host country, thus resulting in a skewed orientation in the relationship.

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