Abstract
Bharat Heavy Electricals Limited, a large Indian public enterprise in the power sector, has been successful in judiciously blending technology imports and indigenisation. Through the mid-1970s and 1980s, it has progressively increased its ability not only to search for, bargain and purchase advanced technologies, but also to achieve design and engineer ing within its main business lines. However, it could not emerge as a major technology exporter despite some initial advantages. This case study probes deeper into the apparent failure of BHEL in the international market.
Get full access to this article
View all access options for this article.