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China and India, increasingly referred to as the world's emerging giants among emerging economies, represent the second and fourth largest economies in the world, respectively. This paper seeks to provide a comparative assessment of these two countries on selected measures on economic growth and social development.

The paper's approach is a discussion, providing a brief introduction to the approach taken by India and China in pursuing economic growth and social welfare measures. The discussion then focuses on the relationship between economic liberalization and social development against a backdrop of relevant concepts and arguments from the literature. Comparative profiles of India and China on select dimensions using data from World Economic Indicators and other sources are provided.

The paper finds that it is clear that there are areas where India can learn from China and vice versa.

The paper illustrates that these two countries offer a potentially rich and useful canvas for exploring the social implications of free market capitalism.

Previous research indicates that dissatisfied consumers in other countries react differently as compared to those in the USA, due to their cultural orientation. These studies, however, have not recognized that retail policies (regarding returns and exchanges) in the USA are much more liberal and “consumer friendly” than in other parts of the world, and thus it is possible that their conclusions are flawed. The purpose of this study, therefore, was to determine the extent to which cross-national differences in complaint behavior are due to cultural vs situational factors.

To examine this issue, a two-part study was conducted. Study 1 compared consumers living in China, India and Mexico to cohorts who immigrated to the USA. Study 2 compared individuals from those same countries to subjects who are native to the USA.

The findings indicate that situational factors (i.e. consumer-oriented vs restrictive refund/return/exchange policies) have a large impact on consumer complaint behavior (i.e. redress, negative-word-of-mouth and exit), and that the effects of culture are minor.

To infer cause-effect, and establish scientific theory, one must rule out alternative hypotheses. Researchers who are investigating cross-cultural complaint behavior must take situational factors into account.

With the emergence of “global consumers” consumer expectations around the world are changing. Astute retailers should institute and promote more liberal return policies, thereby mitigating consumers’ perceived risk.

This study dispels the notion that culture is responsible for differences in cross-national consumer complaint behavior.

This study aims to focus on the role of labor regulation and credit market imperfections, in addition to that of factor endowments, in determining capital intensities in Indian manufacturing.

The paper considers an alternative approach to identifying the effects of India ' s labor regulations on industrial performance. In particular, the paper uses a measure of the stringency of labor regulations across countries – one that is completely independent of the India-specific measures used by earlier studies – and examines its relationship with capital intensities across manufacturing industries. Additionally, since labor regulations are unlikely to be the only reason for imperfections in factor markets, the paper also examines whether and to what extent capital market imperfections affect capital intensities across manufacturing industries. The paper then presents a case study that seeks to ascertain whether actual capital intensities prevailing in Indian manufacturing in major industry groups from 1989 to 1996 were larger than predicted capital intensities for these industry groups based on relative factor demand functions estimated for the USA (a country with relatively less restrictive labor laws and a more developed financial system) evaluated at Indian wages. Finally, the paper uses a recently available dataset to compare capital intensities in Indian and Chinese manufacturing to investigate the behavior of these two emerging Asian economies since 1980, when they started out with relatively similar socio-economic conditions.

The paper finds that India uses more capital-intensive techniques of production in manufacturing than countries at similar levels of development (and similar factor endowments), including China. For a majority of manufacturing industries, labor freedom and capital market development are, in addition to factor endowments, important determinants of capital intensity of production techniques used. Results reveal that, controlling for factor prices, India specializes in more capital-intensive varieties within broad industry groups relative to the USA, a more capital-abundant economy.

To the best of the authors ' knowledge, such a study has not been done for any other country. The paper sheds light on the important issue regarding the use of capital-intensive techniques in manufacturing in India, which is a labor-abundant country. The role of labor regulation has been extensively debated and the paper also investigates its role along with the role played by credit market imperfections.

The purpose of this paper is to enhance the understanding of customer-brand relationships in the international marketplace, and empirically investigates and compares the customer-brand relationship development process between Indian and Chinese markets. In detail, four out of Hofstede’s original five national culture dimensions were adopted as moderators in the process of customer-brand relationship development between two markets.

To test hypotheses, responses from 539 Indian and 400 Chinese mobile phone consumer samples were achieved, and the proposed model was estimated by using structural equations based on the partial least squares algorithm.

The results demonstrate that utilitarian value and brand affect play a significant role in building brand loyalty for Chinese consumers, while hedonic value and perceived risk contribute more in building brand loyalty for Indian consumers.

This study indicated that the cultural difference affects both on brand trust formation and on the relationship between brand trust/affect and brand loyalty, implying that more customized brand management strategies should be adopted.

Global brand values must be communicated for each culture appropriately. It is desirable that the identified match, utilitarian value-Chinese customers and hedonic value-Indian customers, be consistently presented to each cultural market in a more integrative manner.

This study identified that the route from the development of value proposition to building up brand trust and brand affect is a critical step toward achieving brand loyalty in Indian and Chinese markets.

This paper aims to provide a framework for understanding the differences in the cultures of China and India and to highlight the adjustments that will need to be made for Indian businesses to succeed in China.

The use of historical background of cultures in India and China to define values, traditions and attitudes. Drawing conclusions based on this research in outlining areas where adjustments may help achieve success in business.

Provides a list of adjustments that Indian businesses need to make to succeed in China.

The list is by no means exhaustive but serves as a starting point for empirical research on effectiveness of proposed adjustments.

An extremely useful and practical source for Indian and global business executives planning to do business in China. An opportunity for academics to conduct follow‐up research.

This paper serves as a guide and offers practical measures in terms of behaviour for Indian and international companies doing or planning to do business in China.

Based on their size, disposable income, and purchasing power, generation Y (Gen Y) consumers are viewed as the Holy Grail for marketers. Conversely, some of this group's behavior disturbs public policy officials, particularly when dealing with issues such as poor financial planning, bulimia and anorexia nervosa. The key question for both marketers and policy makers is what is the best way to understand the Gen Y segment? The vanity concept is used in this study as a way to understand the Gen Y consumer segment. The purpose of this paper is to examine vanity perceptions (cross‐nationally and by gender) as well as social and business implications with vanity.

Key research expectations are proposed that are related to cross‐cultural and gender differences on vanity perceptions. A sample of approximately 125 Gen Y consumers in two eastern and two western cultures was used to find support for the research expectations. Statistical results are reported.

The results clearly show that both gender and country have an impact on vanity perceptions. Concern for both physical appearance and professional achievement are higher in eastern cultures as compared to western cultures. Both males and females are highly concerned about physical appearance and professional achievements. However, self‐assessment of physical appearance and professional achievement are significantly lower among females as compared to males.

In future studies it would be interesting to study differences among other countries and consumer groups.

The results of this study provide evidence to marketers that vanity appeals can resonate well with Gen Y especially those in China and India. For consumer protection advocates, results offer insights about the extent to which importance of vanity is likely to increase, especially in countries that embrace globalization.

So far, no study has applied the vanity scale to understand the Gen Y segment, despite the financial power of this group in purchasing both desirable and undesirable products; nor has any study examined whether vanity perceptions vary cross‐nationally, especially between economically developed western cultures and developing economies with large populations representing eastern cultures.

Emerging markets present strategists with a unique set of challenges that result from a business environment that is quite different from that which characterises developed markets. Yet, little is known about marketing’s contribution to successful strategic decision making in emerging markets. Thus, the purpose of this paper is to examine the usage of conventional strategic marketing practice, as it relates to developed markets, within groups of higher- and lower- performing manufacturers in the emerging market of India, comparing it against that of their counterparts in the developed market of the USA.

The study is based on separate web-hosted questionnaire surveys conducted in India and the USA, yielding samples of 71 and 84 self-reported manufacturing companies, respectively. Data analyses were conducted using independent-sample t-tests and logistic multiple regression, and sought to compare and contrast successful strategic marketing decision making in each country.

The results confirm that conventional strategic marketing plays a vital role in facilitating the competitive success of manufacturers in India. However, they also suggest that differences in the strategic environments faced by manufacturers in both countries necessitate quite different priorities for success at each stage of the strategic marketing decision-making process.

Due to relatively low response rates, the extent to which the study samples are representative of the population under scrutiny remains unknown. Also, differences in the respondents’ interpretation of certain questions and some of the marketing vocabulary and terminology used cannot be ruled out.

The research highlights the important contribution that conventional strategic marketing makes to the achievement of competitive success of manufacturers in India. However, it also identifies several specific practices that differentiate higher firm performance in the two countries, drawing into question the direct applicability of the conventional model of strategic marketing within an emerging market.

As far as is known for the first time, the applicability of the conventional model of successful strategic marketing within an emerging market is assessed. As a result, a new model is forwarded.

The aim of this paper is to focus on the determinants that impact the growth of SMEs in B-to-B markets in emerging economies. The objective is to apply the classic model of organizational ecology to examine the characteristics of growth patterns in the B-to-B environment for SMEs in emerging markets, specifically India and China. Application of the model can guide SMEs owners/managers in their effort to successfully expand internationally in turbulent markets characterized by competitive and technological intensity.

An overview of the basics of the organizational ecology model is presented, followed by the description of various economic drivers of B-to-B markets in India and China. The integration of the organizational ecology model and the strategic development of methods to deal with specific challenges of entering international markets are discussed. The paper concludes with managerial implications and suggestions for future research.

Businesses operating in emerging markets face many of the same roadblocks concerning efficiencies, increasing competition, and the need for capital, that are experienced by businesses throughout the world, however, they also face challenges unique to the developmental nature of the country environment. Ecological models can be used to understand the dynamics between resource utilization and growth.

The ecology-based view evaluates the utilization of resources with a focus on how changes in resource availability impact the international growth strategy of the B-to-B firm in India and China. These two economies represent a large business environment, generally underdeveloped with regards to taking advantage of potential resource availability.

While the significant economic contribution of SMEs is well understood, their business practices in emerging economies have not been extensively studied, especially in the B-to-B arena. The goal here is to stimulate the development of new insights for managing the complex relationships between the B-to-B SMEs, organizational ecology, and the international environment in emerging markets. This study extends the literature concerning factors that impact business success in important emerging markets such as India and China.

Intellectual capital reflects the sum of existing knowledge a manufacturer is able to leverage and plays a critical role in new product development. The purpose of this paper is to empirically investigate the mechanisms through which intellectual capital enhances product innovation performance and how economic and institutional environments affect the mechanisms.

Using a knowledge-based view and institutional theory, this study proposes a model on the relationships among intellectual capital, supplier knowledge integration, supply chain adaptability, and product innovation performance. The hypotheses are empirically tested using multiple group structural equation modelling and data collected from 300 Chinese and 200 Indian manufacturers.

The authors find that intellectual capital improves product innovation performance both directly and indirectly through supplier knowledge integration. However, the effects are different in China and India. In particular, the direct effect of intellectual capital on product innovation performance is significantly higher in China than that in India, and intellectual capital improves product innovation performance indirectly through supplier knowledge integration only in India. The authors also find that supplier knowledge integration improves product innovation performance indirectly through supply chain adaptability in both China and India.

Using a moderated mediation model, this study provides insights into the joint effects of intellectual capital, supplier knowledge integration, and supply chain adaptability on product innovation performance. The findings enhance current understandings of how supply chain management helps a manufacturer develop new products using existing knowledge and the influences of economic and institutional environments on knowledge and supply chain management.

The purpose of this paper is to review and compare the changing science and technology policy orientation during the 1990s for both China and India in the process of globalization. In this concern, it seeks to understand the changed orientations of the scientists from the purely academic mode to academic‐entrepreneurial hybrid mode to build up strong national innovations systems in both the countries and present the detailed findings of a sample survey of bio‐scientists in China and India.

The paper makes an analytical review of changing science and technology policies in India and China in the global context by taking into consideration the government documents, reports and research papers, and presents the findings of the sample survey carried by the author, through interviews and questionnaire study of bio‐scientists in India and China.

The developments clearly indicate the changing structural and institutional context of scientific research in an entrepreneurial mode to build up strong national innovation systems (NIS) in both the countries. This is supported by the findings of the survey on the orientations of bio‐scientists in China and India with reference to the changed situation since 1990. It shows that majority of the scientists are of the opinion that equal importance should be given to exploration of knowledge as well as commercialization. In this new environment, scientist academician is slowly being metamorphosed into scientist entrepreneur but with a dual task to strengthen the NIS. The concept of scientist entrepreneur, in the present environment, is well placed in both the countries, although still under experimentation.

In the present context of globalization and growing international competition, the introduction of market cultures in the Chinese and the Indian economies is fast changing the orientation of the scientific communities in both the countries to perform the dual task of knowledge generation as well as commercialization in order to meet national socio‐economic objectives. This has not been studied before. The present paper tries to understand the ongoing metamorphosis of the academician to entrepreneur for long‐term sustainability of the NIS in India and China.