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The chapter explores factors that help define ‘socially responsible value chains’, in which firms create and deliver goods and services that provide social and economic value, but minimize negative externalities, operate in environmentally and socially sustainable ways, and address the concerns of all stakeholders. We use the case method to capture nuances of complex value-chain relationships extending into the unfamiliar territory of emerging markets. We chose three cases, involving Apple, Nike and Nestle, which have become landmarks in corporate responsibility policy and practice. We identify fundamental questions pertaining to social responsibility that arise when firms’ value chains extend across countries and deep into the bottom of the pyramid, and discuss how information gaps, institutional environment and socio-political actors affect outcomes. The chapter provides value by defining the role of governments, inter-governmental organizations, NGOs and managers in creating socially responsible value chains, and laying out specific recommendations.

This article reports on the unusual phenomenon of aggressive competition from cottage firms encountered by multinationals and large local firms in the developing‐country environment. It analyses the conditions that enabled cottage firms to compete aggressively in five industries in India, and how large firms dealt with such competition. It discusses how such competition is likely to vary with industry characteristics. It also discusses the implications of such competition for the strategies of multinationals.

Siavash Alimadadi is a PhD candidate at the Department of Business Studies, Uppsala University. His research focuses on the role of knowledge and trust in the internationalization process. His current research examines the impact of socio-political actors on MNCs in Turkey.

In part-I of this review series, research from Afghanistan, Bangladesh, Bhutan, Maldives, Nepal and Sri Lanka was reviewed. The purpose of this paper which is part-II of the series, is to review management research from India and Pakistan over a 25-year period from 1990 to 2014.

A systematic review approach was adopted for this research. As a quality standard for inclusion, articles were restricted to journals rated A*, A, or B by the Australian Business Deans Council in 2013 and either Q1 or Q2 in the Scopus/Imago classification system. The divisions and interest groups of the Academy of Management were used as framework to organize the search results.

A total of 1,039 articles related to India (n = 930) and Pakistan (n = 112) emerged from the search process, with three articles being related to both countries. The research was published in 163 different journals that met the quality criteria. The period under review coincides with the advent of economic liberalization in India and this emerged as a major theme in the India-related research. Other context-specific insights for these two countries are also derived from an ecological and institutional theory perspective.

This research represents the first comprehensive and systematic review of management research in India and Pakistan. As in part-I, the unique review approach allows for strict adherence to a predetermined quality standard while including a wide variety of journals and research traditions.