Abstract
This contribution analyses internal management development activities at Tata Sons during the 1940s and 1950s in India. The existing literature has concentrated on the establishment of management education programmes at universities, and our understanding of in-company managerial training and development activities remains very limited. The contribution challenges the commonly held assumption that the American influence on Indian higher education in the post-war period was decisive in shaping management education in general. After 1947, Tata Sons continued to look to Great Britain for management development models to build the internal capacities and management culture that would make governing a diversified business group practical.
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