Abstract
This paper examines the behavioural differences between multinational and local enterprises in their role as agents of development and transformation in the Indian pharmaceuticals industry. A case study of two large enterprises in the pharmaceuticals industry shows how a model of development spurred by national enterprises based on reverse engineering promotes industrial deepening in India. The comparison also illuminates the multinational enterprise (MNE) affiliate's position within the dynamics of its parental affiliation and its local institutional context, and how such a position may contrast and complement the position that local enterprises (LEs) occupy. The case study is followed by a matched pairs test of 169 enterprises in the Indian chemicals industry to distinguish how nationality might influence a firm's strategic role. Important differences between the ownership groups arise along four major strategic dimensions of technological activities, degree of vertical integration, trade orientation and product-environment compatibility. Local enterprises satisfy a majority of developmental goals while MNE affiliates comply with some transformational goals, and complement the efforts of LEs.
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