A Postcolonial Critique of Indian’s Management Education Scene

  • Nimruji JammulamadakaEmail author


This chapter explores the history of Management education in India and its current status as a dominated field of knowledge. Building from Ford Foundation’s support for IIMs to the 2008 IIM review committee report, it traces the developments in the notions of Management education in India. It also focuses attention on the status of the Management teacher in contemporary times, as an individual who straddles between the subordinated world of Management education and a native teacher. Following the logic of decolonial thinking and the geopolitics of knowledge, the chapter makes a suggestion for decolonizing Indian Management education. It also provides an illustration of how thinking from “other” categories opens up a new world of understanding and insight.


Management education India Postcolonial Decolonization 


  1. Alcoff, L. M. (2007). Mignolo’s epistemology of coloniality. CR: The New Centennial Review, 7(3), 79–101.CrossRefGoogle Scholar
  2. Banerjee, S. B., & Linstead, S. (2004). Masking subversion: Neocolonial embeddedness in anthropological accounts of indigenous management. Human Relations, 57(2), 221–247.CrossRefGoogle Scholar
  3. Birla, R. (2008). Stages of capital: Law, culture, and market governance in late colonial India. Duke University Press.Google Scholar
  4. Chakrabarty, D. (1983). On deifying and defying authority: Managers and workers in the jute mills of Bengal, circa 1890-1940. Past and Present, 100, 124–146.CrossRefGoogle Scholar
  5. Chakraborty, S. K. (1991). Management by values: Towards cultural congruence.Google Scholar
  6. Chakraborty, S. K. (1995). Ethics in management: Vedantic perspectives.Google Scholar
  7. Chandavarkar, R. (2002). The Origins of Industrial Capitalism in India: Business strategies and the working classes in Bombay, 1900–1940 (Vol. 51). Cambridge: Cambridge University Press.Google Scholar
  8. Fligstein, N. (2008). Myths of the Market. In A. Ebner & N. Beck (Eds.), The institutions of the Market: organizations, social systems, and governance (Vol. 131). Oxford: OUP.Google Scholar
  9. Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management learning & education, 4(1), 75–91.CrossRefGoogle Scholar
  10. Greer, J., & Singh, K. (2000) A brief history of transnational corporations. Accessed June 7, 2015.
  11. Hall, P. D. (2005). Historical perspectives on nonprofit organizations in the United States. In W. Powell (Ed.), The Jossey-Bass handbook of nonprofit leadership and management (Vol. 2, pp. 3–38).Google Scholar
  12. Hill, T. M., Haynes, W. W., & Baumgartel, H. (1973). Institution building in India: A study of international collaboration in management. Boston: HUP.Google Scholar
  13. Ibarra-Colado, E. (2006). Organization studies and epistemic coloniality in Latin America: Thinking otherness from the margins. Organization, 13(4), 463–488.CrossRefGoogle Scholar
  14. Kakkar, S. (1979). Identity and adulthood. Bombay: Oxford University Press.Google Scholar
  15. Kakkar, S. (1982). Shamans, mystics and doctors: A psychology inquiry into india and its healing traditions. Bombay: Oxford University Press.Google Scholar
  16. Mignolo, W. (2000). Local histories/global designs. Princeton University Press.Google Scholar
  17. Mignolo, W. D. (2006). De-linking: Don Quixote, globalization and the colonies. Macalester, International, 17(1), 8.Google Scholar
  18. Morris, M. D. (1965). The emergence of an industrial labor force in India: A study of the Bombay cotton mills, 1854–1947. Univ of California Press.Google Scholar
  19. Murphy, J. (2004). Managerialism meets its nemesis. Organization, 11(2), 315–318.CrossRefGoogle Scholar
  20. Negandhi, A. R., & Prasad, S. B. (Eds.). (1968). Managerialism for economic development: Essays on India. The Hague: MartinusNijhoff.Google Scholar
  21. Paranjape, A. C. (1975) In search of identity. New Delhi: MacMillan India.Google Scholar
  22. Parker, M. (2002). Against management: Organization in the age of managerialism. Polity Press in association with Blackwell.Google Scholar
  23. Pettit, P. (1996). Freedom as antipower. Ethics, 576–604.Google Scholar
  24. Phillips, H. A. (1969). Guide for development: Institution building and reform. New York: Praeger.Google Scholar
  25. Prasad, A. (2015). Toward decolonizing modern western structures of knowledge. The Routledge Companion to Critical Management Studies, 161.Google Scholar
  26. Sancheti, N. (1986) Educational dependency: An Indian case study in comparative perspective. Unpublished Doctoral Thesis, University of London, Institute of Education. Accessed March 25, 2015.
  27. Sinha, D. (1964). Psychological analysis of caste tension. Indian Psychological Review, 1, 25–32.Google Scholar
  28. Sinha, J. B. P. (1982). The Hindu (Indian) identity. Dynamic Pscyhology, 18, 148–160.Google Scholar
  29. Srinivas, N. (2008). Mimicry and revival: the transfer and transformation of management knowledge to India, 1959–1990. International Studies of Management & Organization, 38(4), 38–57.CrossRefGoogle Scholar
  30. Srinivas, N. (2013). Could a subaltern manage? Identity work and habitus in a colonial workplace. Organization Studies, 34(11), 1655–1674.CrossRefGoogle Scholar
  31. Tandon, P. (1971). Beyond Punjab, 1937–1960. Berkeley: University of California.Google Scholar
  32. Varman, R., Saha, B., & Skålén, P. (2011). Market subjectivity and neoliberal governmentality in higher education. Journal of Marketing Management, 27(11–12), 1163–1185.CrossRefGoogle Scholar
  33. Wolcott, S., & Clark, G. (1999). Why nations fail: Managerial decisions and performance in Indian cotton textiles, 1890–1938. The Journal of Economic History, 59(02), 397–423.CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media Singapore 2017

Authors and Affiliations

  1. 1.Indian Institute of Management CalcuttaKolkataIndia

Personalised recommendations