The economic reforms that began in the early 1990s brought many large multinational companies to India. A major challenge for these corporations was to manage the interface of global corporate culture and India's powerful, traditional and widely varying cultural practices.

Examining the Indian operations of five multinational organizations from three different cultural zones, this comparative analysis shows that each company brought to India its unique cultural imprint, while at the same time realizing the need to adapt management practices to the local setting.