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PALGRAVE STUDIES IN INDIAN MANAGEMENT
In association with Indian Academy of Management

Indigenous Indian
Management
Conceptualization, Practical Applications
and Pedagogical Initiatives
Edited by
Ashish Pandey · Pawan Budhwar ·
Dharm P. S. Bhawuk
 Palgrave Studies in Indian Management

Series Editors
Pawan Budhwar, Aston Business School, Aston University,
Birmingham, UK
Arup Varma, Quinlan School of Business, Loyola
University Chicago, Chicago, IL, USA
Palgrave Studies in Indian Management
In Association with the Indian Academy of Management
The Palgrave Studies in Indian Management series, in association with the Indian
Academy of Management, publishes books which are designed to inform and
inspire academics, practitioners, and anyone else with an interest in understanding
the issues involved in management of organizations in India.
Since the economic reforms began in the early 1990’s, the Indian economy has
been growing at a steady pace, and the country has rightfully assumed its place
among the leading economies of the world. Indian organizations are increasingly
going global and setting up operations and/or acquiring organizations in different
parts of the world. At the same time, multinationals from around the world have
made a beeline to India to capitalize on the huge market, as well as to draw upon
the highly qualified workforce.
Of course, the world’s largest and most diverse democracy faces numerous
challenges—from infrastructure needs, to dismantling bureaucracy, and creating
systems and processes that are more investor-friendly. In 2014, the Indian elec-
torate picked a new government with overwhelming majority, and charged it with
helping the Indian economy grow faster, so that the benefits may reach a wider
section of the population. The new government has been busy creating policies
that are designed to foster innovation, entrepreneurship, and business leadership.
Indeed, in the first year since the government assumed office, the inward flow
of FDI has increased substantially, and several multinational corporations have
announced setting up operations in India, in response to the Prime Minister’s
“Make in India” campaign.
These are very exciting and volatile times for the Indian economy, and the
expectations from the corporate world—both public and private are immense.
The focus of this series is on the continuous evolution and growth of the Indian
economy and related management issues.
All submissions to this series are double blind peer reviewed. For further
information on Palgrave Macmillan’s peer review policy please visit this
website: https://www.palgrave.com/gp/book-authors/your-career/early-career-resear
cher-hub/peer-review-process
For information on how to submit a book proposal for inclusion in this series
please contact Liz Barlow: liz.barlow@palgrave.com. For general information on
the book proposal process please visit this website: https://www.palgrave.com/gp/
book-authors/publishing-guidelines/submit-a-proposal

More information about this series at

https://link.springer.com/bookseries/14620
Ashish Pandey · Pawan Budhwar ·
Dharm P. S. Bhawuk
Editors

Indigenous Indian
Management
Conceptualization, Practical
Applications and Pedagogical
Initiatives
Editors
Ashish Pandey Pawan Budhwar
Shailesh J. Mehta School of Management Aston Business School
Indian Institute of Technology Bombay Aston University
Mumbai, India Birmingham, UK

Dharm P. S. Bhawuk
Shidler College of Business
University of Hawai’i at Mānoa
Honolulu, HI, USA

ISSN 2662-1126 ISSN 2662-1134 (electronic)

Palgrave Studies in Indian Management
ISBN 978-3-030-87905-1 ISBN 978-3-030-87906-8 (eBook)
https://doi.org/10.1007/978-3-030-87906-8

© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature
Switzerland AG 2022
This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher,
whether the whole or part of the material is concerned, specifically the rights of translation,
reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other
physical way, and transmission or information storage and retrieval, electronic adaptation, computer
software, or by similar or dissimilar methodology now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this
publication does not imply, even in the absence of a specific statement, that such names are exempt
from the relevant protective laws and regulations and therefore free for general use.
The publisher, the authors and the editors are safe to assume that the advice and information in this
book are believed to be true and accurate at the date of publication. Neither the publisher nor the
authors or the editors give a warranty, expressed or implied, with respect to the material contained
herein or for any errors or omissions that may have been made. The publisher remains neutral with
regard to jurisdictional claims in published maps and institutional affiliations.

This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland
AG
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
 Ashish dedicates this book to his mentor
—Professor Rajen K. Gupta

Pawan dedicates this book to his sister-in-law

—Deepa Budhwar

Bhawuk dedicates this book to his wife

—Poonam Bhawuk
 Preface

The community of management scholars and practicing managers

are recognizing the limitations of management concepts and theories
assumed to have generalization and universal application. While inter-
national membership of Academy of Management (AOM) surpassed the
members of USA many years ago, most of the constructs and models
are still developed in the USA, and they are implicitly accepted, a
priori, as universal. This book challenges the universality of management
constructs and theories by bringing together the conceptual and empir-
ical work on several aspects of management from the Indian context.
The chapters in the volume discuss the concepts arising out of the Indian
culture and traditions and how they shape management of organizations.
The book presents an overview of grounded and empirical work predom-
inantly carried out with the emic perspective in the Indian context. It
discusses frameworks that are useful in conducting indigenous studies
in Indian management and also presents innovations in management
education in India. The chapters in the book present research in indige-
nous Indian management from the psychological, social, economic, and
cultural and historical perspectives. Authors provide insights derived

vii
viii Preface

from empirical research and relevant examples for the readers to connect
with different topics covered in the book. The major focus of the book
is to extend the theoretical and philosophical critique of the dominant
Western management concepts. We present research conducted in the
Indian context and also show its implications for the broad discipline
and practice of management. In this way, the volume is written for
management academics, practitioners, and students who have interest in
understanding management theories and practices in the Indian context.
In this preface, we express our gratitude to many senior scholars and
colleagues who inspired and helped us in this enterprise. We acknowl-
edge the writings of S. K. Chakraborty, Pulin Garg, Udai Pareek, J. B. P.
Sinha, Pradeep Khandwalla, Rajen K. Gupta, Preetam Singh, S. K. Kalra,
and Subhash Sharma, to name a few, who started to write on indigenous
Indian management, which created the foundation for it to reach the
level of acceptance it has today among management academics. We were
also inspired by the writings of K Ramakrishna Rao, Anand Paranjpe,
Matthijs Cornelissen, Sudhir Kakkar, Ashish Nandy, and others involved
in the Indian Psychology movement to pursue our own research in this
area and to take on a project like this.
The Indian Academy of Management (an affiliate of the AOM), of
which Pawan Budhwar is the co-founder and first President (2009–
2012), has provided the much needed platform for scholars pursuing
India related research to meet, exchange ideas, and to pursue projects
like this. We thank Vishal Gupta and Naresh Khatri, the organizers of
a Professional Development Workshop during the 2018 Academy of
Management Meetings where the idea for this book was formed. We
owe our deepest gratitude to the contributing authors of this volume.
Most of them have been working in different areas of indigenous Indian
management for many years. In spite of their busy schedule and multiple
academic commitments, they not only agreed and wrote the chapters
but also revised them several times on our request to make this volume
insightful and useful to the management scholars and practitioners. Liz
Barlow from Palgrave has been very supportive of the project and accom-
modative of our requests about the structure, design and the length of
this volume. We are also thankful to editing team of Palgrave for copy
editing and design of the book.
 Preface ix

While working on this volume, we realized that there is a lot which

add to the unique aspects of management in the Indian context not
discussed in this volume. For example, management approaches adopted
by small and medium size enterprises in India, consumer behavior
in Indian retail market, financial and non-financial reward systems in
Indian organizations, loosely coupled designs of many Indian organi-
zations based on unique socio-cultural norms and spiritual principles,
which could be unique to the Indian context. There may be many
such issues which are not even mentioned in this volume. Many of
those topics could be outside of academic discourse at present. We hope
that this volume will stimulate discussion on various aspects of Indian
management which will eventually go through rigorous multiple-method
and multi-paradigmatic inquiry, leading to theoretical and practical
insights.

Mumbai, India Ashish Pandey

Birmingham, UK Pawan Budhwar
Honolulu, USA Dharm P. S. Bhawuk
 Contents

1 In Search of Indian Management 1

Ashish Pandey, Pawan Budhwar,
and Dharm P. S. Bhawuk
2 Human Self, Work and of Human Being: Indian
Worldview and Implications for Management
Practices and Scholarship 23
Ashish Pandey
3 Indian Management: Constructs, Models,
and Theories 61
Dharm P. S. Bhawuk
4 Indian Psychology for Personality Studies: Need,
Challenges, and Future Directions 99
Kumar Alok
5 Karma-Yoga: Philosophy of Moral Development
and Work Motivation 127
Venkat R. Krishnan and Zubin R. Mulla

xi
xii Contents

6 Understanding Self and Well-Being Based

on Ayurveda: Implications for Indian Management 157
Mala Kapadia and Chirag Dagar
7 Indian Mindset and Its Implications on Management
Practices and Scholarship 199
Upasna A. Agarwal and Ashish Pandey
8 Effective Organizational Leadership in Indian
Context 231
Abinash Panda
9 Unique Features of Indian Economic and Business
System 271
Juili Ballal and Varadraj Bapat
10 Understanding Organizations and Business
Ecosystems in India Using Business Systems
Framework 307
Abinash Panda and Rajen K. Gupta
11 Social Entrepreneurship in India 347
Nisha Pandey and Arunaditya Sahay
12 Made in India: Business Models for Affordable
Healthcare 385
Som Sekhar Bhattacharyya and Rajesh Chandwani
13 Management Practices in Changing Indian Society 425
Richa Awasthy
14 Influence of Indian Culture on Advertising in India 469
Bharadhwaj Sivakumaran and R. M. Harindranath
15 Innovative Practices in Management Education
in India 493
Sushant Kumar Mishra, Gopal Prasad Mahapatra,
and Chirag Dagar
 Contents xiii

16 Emergence of Indian Management: Cultural Ideals,

Uniqueness, and Behavioural Manifestations 523
Ashish Pandey, Dharm P. S. Bhawuk,
and Pawan Budhwar

Index 563
 Notes on Contributors

Upasna A. Agrawal is an Associate Professor of Organization Behavior

and Human Resource Management at NITIE. An M.B.A. and Masters
in Labor Law from Symbiosis, Pune, she is a Ph.D. from Indian Institute
of Technology Bombay, Mumbai. Her research is in the areas of strategic
human resource management, psychological contract, leadership, diver-
sity and inclusion, workplace bullying. She has authored more than
sixty research papers in reputed journals and periodicals like Personnel
Review, International Journal of Human Resource Management, Interna-
tional Journal of Productivity among others. She is a recipient of the
2010 Award for Excellence in thesis work from IIT Bombay. She has also
received the Outstanding Paper Award from Emerald Literati Network.
Kumar Alok is an Assistant Professor of Organizational Behaviour at
XLRI Xavier School of Management, Jamshedpur. He has completed his
fellowship from XLRI - Xavier School of Management in Management
and Organizational Development. His work has appeared in leading
journals such as Human Resource Management Review, Journal of Business
Ethics, Management and Labour Studies, International Journal of Education
Reform and Leadership and Organization Development Journal. Apart from

xv
xvi Notes on Contributors

teaching and research, he has offered management training on leadership,

motivation, team building, stress management, and change manage-
ment. He is curious about leveraging Sāṁkhya philosophy for developing
theories and measures of personality, leadership, and organization.
Richa Awasthy is an Associate Professor at the School of Business, Public
Policy and Social Entrepreneurship, Ambedkar University, Delhi. She
is a university rank holder in Applied Psychology (Graduate) and Post-
Graduate in Psychology (Specialization Organizational Behaviour) from
Delhi University. Her Ph.D. is on ‘the Indian employees’ perception of
transplanted organizational practices of MNCs operating in India. Her
current interests are cross-cultural studies, intercultural relations, orga-
nizational culture, organizational diagnosis, learning organizations. She
has published several papers in national and international journals, such
as Learning Organization, The International Journal of Indian Culture and
Business Management, and Asian Case Research Journal.
Juili Ballal is a Doctoral Student at Shailesh J. Mehta School of Manage-
ment in IIT Bombay, Mumbai, India, researching in the discipline of
Family Business. She has published her work in reputed journals like
Indian Journal of Industrial Relations, Asian Journal of Innovation and
Policy and presented at national and international conferences. She has
a Master’s degree in Commerce and Post-Graduate degree in Business
Management. Prior to academics, she worked with a financial data and
software multi-national company as a Consultant.
Varadraj Bapat is a Chartered Accountant. Dr. C. A. Varadraj Bapat has
consulting and teaching experience of 15 years in Accounting, Audit,
and Finance. He has obtained professional qualifications in Chartered
Accountancy, Cost Accountancy, and Information System Audit before
obtaining Ph.D. from IIT Bombay. He has been a faculty at Somaiya
and NITIE. He has published a book titled Investment Analysis and Port-
folio Management. His work has also appeared in leading journals, such
as International Journal of Bank Marketing, International Journal of Social
Economics, and Accounting and Finance Research. His areas of research
are Accounting Standards, Managerial Finance, Portfolio Management,
 Notes on Contributors xvii

Developmental Finance, and Taxation. His teaching interest includes

Managerial Accounting, Financial Accounting, and Cost Accounting.
Dharm P. S. Bhawuk is a Professor of Management and Culture and
Community Psychology at the University of Hawai’i at Manoa, USA.
His research interests include indigenous psychology and management
(focus on India and Nepal) and cross-cultural training. Bhawuk is a
citizen of the USA and was born and raised in Nepal. He has completed
his B Tech (Hons.) in Mechanical Engineering from IIT Kharagpur
(1979), MBA from the University of Hawai’i at Manoa (1989), and
Ph.D. from the University of Illinois at Urbana-Champaign (1995). He
is the author of the book, Indian Psychology: Lessons from the Bhagavad-
Gita (2011), and co-editor of the books, Cambridge Handbook of Inter-
cultural Training (with Dan Landis, 2020), Barriers and opportunities at
the base of the pyramid, ( 2014, published by UNDP: Istanbul Inter-
national Center for Private Sector in Development), and Asian Contri-
butions to Cross-Cultural Psychology (with Janak Pandey & Durganand
Sinha, 1996). He has published more than 100 papers and book chap-
ters and made over 250 presentations internationally. He is a Founding
Fellow of the International Academy of Intercultural Research (IAIR),
Fellow of Indian Academy of Management (INDAM), Foreign Fellow
of National Academy of Psychology (NAoP), India, and was H Smith
Richardson, Jr. Visiting Fellow, Center for Creative Leadership, Greens-
boro, North Carolina (2009–2010), and recipients of many awards. He
has regularly presented at the National Academy of Psychology (NAoP)
in India and organized symposia on Indian Psychology at NAoP and
other universities. He is involved with other Indian academics in the
Indian Psychology movement and also in the Indian Management move-
ment. He has taught in China (2015–2019), New Zealand (2002), and
Nepal (2002) as a Visiting Professor.
Som Sekhar Bhattacharyya is a faculty and researcher in the area
of Strategy and Organization at the Indian Institute of Management
Nagpur. He completed his Fellowship program in Strategic Management
from the Management Development Institute and has an MBA from
the Indian Institute of Forest Management. His work appears in leading
journals such as European Business Review, Social Responsibility Journal,
xviii Notes on Contributors

Information Processing & Management, Journal of Management Develop-

ment and International Journal of Business Innovation & Research. He
was awarded the Emerald Literati Awards for Excellence for his papers
that were published in Asia-Pacific Journal of Business Administration and
European Business Review.
Pawan Budhwar is the 50th Anniversary Professor of International
HRM, Head of Aston Business School, and an Associate Pro-Vice
Chancellor International (India) at Aston University, UK. He is the Co-
Editor-in-Chief of Human Resource Management Journal and is globally
known for his research in the fields of strategic and international HRM
and emerging markets with a specific focus on India. He has published
over 140 articles in leading journals and has also written and/or co-
edited 25 books. Pawan is the co-founder and first President of the
Indian Academy of Management, an affiliate of the Academy of Manage-
ment. He has served as an advisor to the Commonwealth Commission
for six years, co-editor-in-chief of the British Journal of Management
from 2014 to 2020 and is a Fellow of the Higher Education Academy,
British Academy of Management, the Academy of Social Sciences, and
the Indian Academy of Management. He has won numerous awards for
his research.
Rajesh Chandwani is a faculty of Human Resource Management and
the Chairperson of the Centre for Management of Health Services
at the Indian Institute of Management Ahmedabad. He was trained
as a Medical Practitioner and Researcher at Baroda Medical College
and IIM Bangalore. His work has appeared in leading journals such
as The International Journal of Human Resource Management, Business
Ethics: A European Review, Information Systems Frontier, Journal of Knowl-
edge Management, and International Journal of Information Management.
His research interests lie at the intersection of healthcare management,
human resource management, and information technology.
Chirag Dagar is a Ph.D. scholar at Shailesh J. Mehta School of Manage-
ment in IIT Bombay, Mumbai. He holds an MBA from Great Lakes
Institute of Management, Chennai, and was awarded the National
Research Fellowship. He has published a research article in the Journal of
 Notes on Contributors xix

Business Ethics and presented papers during the Academy of Management

Meetings. His research areas are Positive Organizational Scholarship and
spirituality in management.
Rajen K. Gupta is a Professor of Organization Behaviour. He is a Fellow
(equivalent to Ph.D.) from the Indian Institute of Management Ahmed-
abad. He also holds a B.Tech. (Electrical Engineering) from the Indian
Institute of Technology, Kanpur. Academically, he has a special interest in
the linkage between Indian culture and management. A collection of his
papers on this theme has already been published. He has published over
100 articles in leading journals and supervised fifteen doctoral thesis.
He has authored books titled, Towards the Optimal Organisation: Indian
Culture and Management, Organisational Behaviour, and Designing and
Developing Organizations for Tomorrow. He is also on the International
Editorial Boards of a number of journals such as International Journal of
Cross-Cultural Management (Sage, London), Journal of Research Practice
(Online journal), and International Journal of Indian Culture and Business
Management (Inderscience, Switzerland).
R. M. Harindranath has a mix of industry and academic experience. He
worked as a business manager in German Remedies Ltd. and then moved
to academics. He completed his Ph.D. from the College of Engineering,
Anna University. He has an experience of teaching at business school and
Anna University MBA students. His research studies are published in
the journal like Journal of Business & Industrial Marketing, Management
Research Review, International Journal of Pharmaceutical and Healthcare
Marketing. He has conducted over 25 faculty development programs
(FDPs) and corporate consultancies.
Mala Kapadia has a rich and varied background in Psychology, Liter-
ature, and Human Resources. She is the Director of Centre for Well-
being & Wellness, Professor and Resident Mentor at Rashtram School of
Public Leadership. She was Adjunct Faculty with S.P. Jain Global School
of Management for Singapore, Dubai, and Australia campuses from
2005 to 2020. She is MBTI Qualified (Step 1 & 2) and also a licensed
practitioner of NLP. She has a Diploma in Ayurveda & Yoga, giving her
an edge in the Behavioral Sciences. Her research work is on emotional
xx Notes on Contributors

and integral intelligence in Indian wisdom literature. Her book Heart

Skills Emotional Intelligence for work and life has been awarded ISTD
Award 2008–2009.
Venkat R. Krishnan is the Director of the Center of Oneness and
Transforming Leadership. He is a member of the editorial board of Lead-
ership & Organization Development Journal, Electronic Journal of Business
Ethics and Organization Studies, and Journal of Managerial Psychology. He
has received his Ph.D. in Business Administration from the Fox School
of Business and Management, Temple University with a specialization
in Organizational Behaviour. He is credited with instituting the Leader-
ship Experiential Project (Karma-Yoga) at both XLRI and Great Lakes
Institute of Management Chennai. He is currently doing research in
the areas of transformational leadership, value systems of individuals in
organizations, and Indian philosophy.
Sushant Kumar Mishra is a Professor in the Department of Organiza-
tional Behaviour and Human Resource Management at IIM Bangalore,
India. He holds a Ph.D. in Organizational Development Consulting
from IIM, Ahmedabad. His work appears in leading journals such as
International Journal of Education Management, Journal of Organiza-
tional Behaviour, International Journal of Human Resources Management,
Personnel Review, and Journal of World Business. One of his papers has
been awarded as the Best Accepted Paper in the Academy of Manage-
ment Meeting held in Chicago. He is the recipient of the Emerging
Diversity Scholar Award from NCID, University of Michigan. He has
received the IFCI Award at IIM Ahmedabad. Currently he is in the
Editorial Board of Academy of Management Learning and Education
and in the review panel of many international journals of repute.
Gopal Prasad Mahapatra is a Professor of Practice, OB & HRM at
IIM, Bangalore. He is a Fellow in Management (Doctoral Programme)
from IIM, Bangalore & Post-Graduate in Personnel Management & IR
from Xavier Institute of Social Service, Ranchi. He has thirty plus years
of corporate, consulting, and academic experience in leading: Organi-
sational Transformation, Talent and Leadership Development, Executive
Coaching, Career Management, Assessment and Development Center
 Notes on Contributors xxi

and, Strategic HR and at RPG Group, Oracle, Gujrat Gas, TV Rao

Learning Systems, BPL, INDAL, XIMB, and BEL. He is the editor of
South Asian Journal of Human Resource Management and author of about
thirty research articles in the journals and book chapters.
Zubin R. Mulla is a Professor at the School of Management and
Labour Studies at the Tata Institute of Social Sciences. He has a
degree in mechanical engineering from Pune University, a post-graduate
diploma in business management, and a doctorate in management from
XLRI Jamshedpur. He has seven years of experience in engineering and
management consulting prior to moving to academics in 2005. His
work has appeared in leading journals such as Journal of Human Values,
Psychology and Developing Societies, Psychological Studies, International
Journal of Police Science & Management, and The Journal of Entrepreneur-
ship. His areas of research interest include ethics, leadership, executive
compensation, and evidence-based HRM.
Abinash Panda is an Associate Professor of Organizational Development
at Management Development Institute, Gurgaon. Prior to joining MDI,
he was with the Indian Institute of Management Kashipur as an Associate
Professor in the area of Organizational Behaviour and Human Resource
Management. He is a graduate from International University of Japan
(IUJ) and is a Fellow of Management Development Institute. He also
has a Master’s degree in Computer Applications from Regional Engi-
neering College (currently National Institute of Technology), Rourkela.
He has published more than 45 research papers in various international
and national journals such as International Journal of Indian Culture and
Business Management, Global Business Review, Psychology and Developing
Societies, and Management and Labour Studies.
Ashish Pandey is an Associate Professor and teaches Organization
Behaviour (OB), Organization Development (OD), Human Resource
Management (HRM) related subjects at Shailesh J. Mehta School of
Management, IIT Bombay. He has completed his doctoral fellowship
from Management Development Institute, Gurgaon, India. His research
is in areas of Positive Psychological outcomes of Yoga and mindfulness,
interface of business and society, spirituality at workplace. Recognition to
xxii Notes on Contributors

his research comes from the awards conferred to his work in the forums
held at I.I.Sc. Banglore, I.I.M. Indore and Infosys Leadership Institute,
Case Western Reserve University, Cleveland, Academy of Management,
and Indian Academy of Management. His research papers have appeared
in several leading international journals and periodicals like Journal of
Management, Journal of Business Ethics, Business Ethics: European Review,
Personnel Review, etc.
Nisha Pandey is an Associate Professor and Associate Dean (Research)
with VESIM Business School, Mumbai. She is also the Chairperson of
the Yunus Centre of Social Business at VESIM, Mumbai. She completed
her Ph.D. from Harcourt Butler Technological Institute, Kanpur in
the area of Environmental Economics. She has co-authored a book
titled Building a Model of change: Achieving Sustainability Through Social
Entrepreneurship and about twenty research-based articles in the journals
like International Journal of Environment and Sustainable Development,
Asian Case Research Journal, and so forth.
Arunaditya Sahay is the Dean (Research) and Professor of Strategic
Management at Birla Institute of Management Technology. He is a
member of the Governing Council of International Sustainable Develop-
ment Research Society. He holds a Ph.D. from the Technical University
Brno, Czechoslovakia. His work appears in leading journals such as
International Entrepreneurship and Management Journal, Social Enter-
prise Journal, Journal of Global Entrepreneurship Research, and Journal of
Education and Practice. Dr. Sahay’s teaching and research interests are
in the area of Strategic Management, M&A, Strategic Alliance & JV,
Innovation, Entrepreneurship, Sustainability, and CSR.
Bharadhwaj Sivakumaran is currently the Director (Research) and
Chair Professor of Marketing at Great Lakes Institute of Management.
Prior to this, he worked at the Department of Management Studies, IIT
Madras and Nanyang Business School, Singapore. He holds a Ph.D.
in Marketing from the Robert Smith School of Business, University
of Maryland, College Park, USA. He has an MBA from BIM, Trichy
and a B.Sc. in Chemistry from Vivekananda College, Chennai. His
work appears in leading journals such as the Journal of Academy of
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anybody could tell how they went together.
When he asked Mr. Prescott, he said:
“They have drawings that they follow till the men can do it almost
without referring to the drawing.”
“What’s that?” asked Billy, pointing to a queer thing over beyond
the lathe.
“That,” answered Mr. Prescott, “is one of our special orders. It is a
corn canning machine.”
Billy’s eyes grew so bright that Mr. Prescott said:
“Do corn canners interest you more than lathes?”
“That’s what Uncle John was making the day that I went to watch
him; he made some of the knives.”
“Here they are,” said Mr. Prescott, “where they were made to go. I
think, myself, that this is rather an interesting machine. They put the
corn in at one end, and it comes out in cans at the other, and nobody
touches it.”
“It’s wonderful,” said Billy, going over once more to look at the
parts of a lathe that were assembled, ready to be put together, “how
all the parts fit, when so many different people make them.”
“If every man in this world would do his work as faithfully as our
men do, things in the world would fit together much better than they
do,” said Mr. Prescott.
That sounded like Uncle John. It was the first time that Billy had
thought that Mr. Prescott and Uncle John were a little alike.
A moment later, Mr. Prescott pushed back a sliding door, and they
both went into the new part of the mill.
“This,” said Mr. Prescott, “is to be the new assembly room. We
have needed it for a long time. I shall be glad when it is done.”
Then he turned so suddenly that he almost ran into Billy.
“Any questions, William?” he asked.
 Billy’s face must have given his answer again, for Mr. Prescott
pushed an empty box toward Billy.
Finding one for himself he turned it over, and, sitting down
opposite him, said:
“Fire away.”
“What,” asked Billy, “is the difference between iron and steel?”
“If you were to put that question as it ought to be put,” answered
Mr. Prescott, pushing his box against the wall, and leaning back with
his hands in his pockets, “you would ask what is the difference
between irons and steels.
“If I were to talk all day, I couldn’t fully answer that question; but
perhaps I can clear things up for you just a little.
“In the first place, every mining region produces its own variety of
ore—so there are a great many kinds of iron to start with. In the next
place, the kind of iron that you get from the ore depends largely on
how you treat it.
“I suppose that you have seen a blacksmith shoe horses, haven’t
you?”
“Yes,” answered Billy. “I knew a blacksmith up in the country.”
“Well,” said Mr. Prescott, “how did he work?”
“He heated the shoe red-hot on the forge, and then hammered it
into shape on the anvil.”
“Blew bellows, didn’t he?” queried Mr. Prescott.
“Sure,” answered Billy. “Sometimes he used to let me do that.”
“Well, then,” said Mr. Prescott, “just remember three things: fuel,
blast, and hammer—power, of course, behind the hammer. It’s the
different variations that men have been making on those three things
that have brought iron where it is to-day.
“Iron ore has so many things besides iron in it that the problem
has always been how to get the impurities out.
 “The old blacksmiths used to put it in the fire and hammer it; put it
back in the fire and hammer again, until they worked most of the
other things out. They made what is called forge iron.
“Then an Englishman, named Cort, found a way to burn and roll
the impurities out. The thing they particularly wanted to get rid of was
carbon, because that makes iron too brittle to use for a great many
things.
“They worked away till a man—Sir Henry Bessemer—found a way
to burn out all the carbon, and to make a kind of steel called
Bessemer steel.
“Steel is, technically, an alloy of iron and carbon. The point is to
have the carbon added to the iron in just the right proportion to make
the kind of steel that you may happen to want.
“Bessemer—he was an Englishman, too—invented a converter to
put carbon back into iron, that is, to make iron into steel.
“When it comes to telling you about steels, I can’t do that to-day;
there are too many kinds.
“You may not know it, William, but you are living in the age of
steel. Industry depends on iron, for almost all the tools in the world
are made of steel.
“Cast iron, like ours, is more brittle than steel, because it has much
more carbon in it; but it is useful for many things. I shall stand right
by cast iron.”
Then he said, half to himself:
“Sometimes I wish the other fellows hadn’t discovered quite so
much. I should have liked to have a hand in it myself.”
Then Billy put the question that he had been trying to find a
chance to ask.
“Mr. Prescott,” he began, but stopped a moment, as though he
were having some difficulty in getting his question into shape. “Do
volcanoes ever throw up mountains of iron?”
 “Trying to get back to the beginning, are you?” asked Mr. Prescott.
“Planning to be a geologist?”
But seeing that Billy was too serious, just then, to be put off lightly,
Mr. Prescott went on:
“That’s a good question. The geologists tell us, and I suppose that
they are right, that there was once a chain of active volcanoes up in
the Lake Superior region, and that is why there is so much iron up
there now.
“There are some volcanoes in the world now, but the volcanoes
that the geologists talk about became extinct—dead, you know—
long before the earth was ready for man. Nobody knows how many
thousands of years ago.
“Noon!” he exclaimed, as the whistle blew. “What a short morning
this has been!”
As soon as Billy could get to Uncle John he told him where he had
been.
“I thought,” said Uncle John, nodding his head, “that that chance
would come some day, Billy. Watch for a chance, and it generally
comes.”
Not until Billy went out the gate that night did he have an
opportunity to speak to Thomas Murphy.
He let Uncle John go on a few steps ahead, then he said in a low
tone:
“Mr. Murphy, there were volcanoes out there J-ologists say so; but
they’re dead; been dead thousands of years.”
Thomas Murphy, listening with eager ears, looked gravely into
Billy’s eyes.
“All of ’em, everywhere?” he asked earnestly.
“Those old volcanoes,” answered Billy, so impressed with Tom’s
seriousness that he made each word stand out by itself, “are all
dead, everywhere.”
 The look of relief that came into Tom’s face almost startled Billy.
Then, seeing that Uncle John was waiting for him, Billy said
quickly:
“Just as soon as I can get a chance, Mr. Murphy, I want you to tell
me some more of the things that you know about iron.”
Thomas Murphy, suddenly freed from his fear, straightened up as,
with the air of an expert, he said:
“That’s a large subject, William.”
“You and Tom Murphy,” said Uncle John, when Billy overtook him,
“seem to be pretty good friends.”
“I promised to tell him something,” said Billy.
But that was all he said, for just as truly as Thomas Murphy knew
that work is work, did Billy Bradford know that secrets are secrets.
 CHAPTER VIII
TRAITOR NAILS
FOR several days Billy was so busy that he had to resist all of Tom
Murphy’s attempts to make him stop to talk.
Then one noon, as he was going through the gate, Tom said:
“Why don’t you bring your dinner out here, William? Then we can
have that talk about iron.”
Much as he wanted to be with Uncle John, Billy really was anxious
to hear what Thomas Murphy had to say about iron. So he
answered:
“I think, Mr. Murphy, that that would be a good plan.”
When Billy came back, Thomas Murphy, eager of his opportunity,
was putting the cover on his own pail.
Then, sitting up straight in his chair, and swelling with oratorical
pride, he began:
“William, I told you that iron is a large subject. The more a man
thinks about it, the larger it gets.
“Here,” he said, waving his left hand, “is our mill. What do we
make? We make lathes, corn canners, and—and—all sorts of things.
What do we make them of? Iron.
“What carries them all over the country? Iron engines. What do
those engines run on, William? Iron rails. What carries ’em across
the ocean? Iron ships.
“What makes our flour? Iron grinding machines.
“What heats our houses? Iron stoves. What——”
 Pausing a moment for breath, he thrust his thumbs under his
suspenders. Happening to hit the buckles, he began again:
“What holds our clothes together? Iron buckles, iron buttons,” he
said with emphasis.
Pausing again, he looked up.
“What,” he said, pointing dramatically at the telephone wire,
“carries our messages from land to land, from shore to shore? Iron.”
He paused again. Seeing that he had Billy’s attention, Tom looked
at him a moment in silence.
“William,” he said so suddenly that Billy fairly jumped, “those very
shoes that you are a-standin’ in are held together by iron nails!”
Then, leaning forward, with his elbows resting on the arms of his
chair, he concluded:
“William, as far as I can see, if it wasn’t for iron, we should all be
just nothin’, nobody.”
Billy, drawing a long breath, said:
“You’ve certainly done a lot of thinking, Mr. Murphy.”
“I thank you, William,” said Thomas Murphy, “for a-seem’ and a-
sayin’ that I’ve been a-thinkin’.”
Tom had set Billy to thinking, too. By night there were several
things that Billy wanted to know.
It was so hot that Aunt Mary surprised them by setting the table
out in the hall. There wasn’t room for them to sit at the table, so she
handed them the things out on the steps.
“That was a good idea, Mary,” said Uncle John, when they were
through. “I’m glad that you worked that out.”
Billy, looking up into her face, said:
“It was real nice, Aunt Mary.”
Aunt Mary smiled. Billy, watching her, thought that her smile had
moved just a little further out on her face. So he said again:
 “It was real nice, Aunt Mary.”
Was he wrong, or did her smile move still a little further out?
“Uncle John,” said Billy, “are ships made of iron?”
“Why, Billy, you’re not going to sail away from us, are you?” said
Uncle John, almost unconsciously putting his hand on Billy’s. “Ships
are made of steel.”
“Mr. Prescott,” said Billy, “explained to me about steel, and about
forges.”
“When this country was first settled,” said Uncle John, “men had
little forges to make iron, just as their wives had spinning wheels to
make wool for clothes.
“When they began to make nails—they couldn’t build houses
without nails—there was a forge in almost every chimney corner.
Children, as well as grown people, used to make nails and tacks in
the long winter evenings. People then took nails to the store to pay
for things, as in the country they now take eggs.
“That old forge iron was never very pure. It did the work that they
had to do, but the world needed better iron, and more of it. It took a
good while to find out a better way. The men that finally succeeded
worked hard and long. You ought to begin to read up about those
men.
“Of course it closed out a good many blacksmiths, but it helped the
world along. Guess they found, in the end, that it helped them along,
too.”
Then Billy told Uncle John what Thomas Murphy had said about
being “nothing and nobody.” Aunt Mary came out to know what they
were laughing about, so he told her the story.
“Mind you, Billy,” said Uncle John, “I’m only laughing at the way he
put it. Murphy is right. He seems to be unusually clear on the
usefulness of iron.”
Only a day or two later Billy had occasion to remember what Tom
Murphy had said about the nails in his shoes.
 In spite of all his efforts to grow broad, Billy was growing taller and
slimmer every day. His legs were getting so long and his trousers so
short, that Billy was beginning to wish that he could have some new
clothes. But that wasn’t his greatest worry.
There generally is one worry on top. This time it was shoes. They
were growing short, but, worse than that, the sole of the right one
was beginning to look as if it were coming off at the toe.
He and Aunt Mary looked at it every morning, for she hadn’t quite
money enough for a new pair. Uncle John still made Billy put his
money in the bank—“Against a rainy day,” Uncle John said.
Billy had tried, as hard as he could, to favor his right shoe. Of
course he couldn’t walk quite even: it made him hop a little. But he
had only two days more to wait, and he thought that he could
manage it.
Probably he would have succeeded, if it hadn’t happened that Mr.
Prescott needed some change. He told Billy to “sprint” to the bank
for three rolls of dimes and two rolls of nickels.
Billy made good time on his way to the bank, handed in his five-
dollar bill, took his five rolls of money, and started back.
He made good time on his way back until he reached the bridge,
about three minutes’ walk from the mill gate. Then he hit a board that
had been put on as a patch, and off came that right sole, so that it
went flop—flop—flop.
He had to hold his feet very high in order to walk at all; but he
flopped along, until he stubbed his left toe and fell down flat.
The fall was so hard that it threw one roll of dimes out of his
pocket. Just as he had stretched out till he almost had the roll, it
began to turn over and over, and went off the edge of the bridge into
the river. Billy saw it go.
Pulling himself up quickly, he put both hands into his pockets to
hold the rest of the money in, and hurried on as fast as he could.
As he flopped through the gate, he half heard Tom Murphy say:
 “Those nails kinder went back on you, didn’t they, William?”
When Mr. Prescott took the money, Billy held up his foot so that
Mr. Prescott could see his shoe, then he told him about the money.
Mr. Prescott seemed to take in the situation, and he seemed not to
mind much about the money, for he said:
“We shall have to charge that up to profit and loss.”
Billy found a piece of string to tie his sole on, and, that very night,
as soon as he got home, Aunt Mary gave him a pair of new, rubber-
soled shoes.
That was Thursday. The next Monday—Mr. Prescott paid the men
on Monday—when Mr. Prescott gave Billy his little brown envelope,
Billy said:
“If you please, sir, I shall feel better if you will take out the dollar
that I lost.”
Then something happened. It seems as though Satan must have
got into Mr. Prescott’s mind, and must have had, for a moment, his
own wicked way. That seems to be the only way to explain how a
man like Mr. Prescott could say such a thing as he did to a boy like
Billy.
Mr. Prescott thought that Billy said, “I shall feel better” because his
conscience was troubling him. He looked down at Billy’s new shoes.
“New shoes,” he said rather gruffly.
It didn’t sound a bit like Mr. Prescott.
Billy wanted to tell him how long Aunt Mary had been saving up
money to buy those shoes, but he had been practicing so hard on
keeping his lips shut that he didn’t say anything.
“Take your envelope,” said Mr. Prescott.
After Billy had started for the door, Mr. Prescott added:
“I rather think that the firm can stand a pair of shoes.”
 Billy’s back was toward him. Perhaps, if he had been looking right
at Billy, he wouldn’t have said it; but say it he did.
Billy didn’t, just then, take it in. He said, “Good-bye, Mr. Prescott,”
as he always did when he went home.
Miss King’s keys kept going—clickety-clickety-click.
There was another side to it. When a good man like Mr. Prescott
grows interested in a boy, and, about the time when he feels pretty
sure that the boy is all right, something happens, especially about
money, the man feels terribly. Then any man is likely to say hard
things.
Billy had never even heard about such a thing as “conscience
money,” but Mr. Prescott had had an experience with a man whose
conscience didn’t work at the right time.
Billy felt uncomfortable when he went out the door; but he was
fully half-way home before he realized that Mr. Prescott thought that
he had told a lie about the roll of dimes; thought that he had—— Billy
couldn’t finish that sentence.
He hardly spoke to Uncle John all the way home. Then, though
Aunt Mary had a special treat—the little cakes covered with white
frosting, the kind that Billy liked best—he could hardly eat one.
He felt worse and worse. Of course Uncle John knew that
something was wrong, but he knew that a boy can’t always talk
about his heartaches. Then, if it were business, he didn’t want to
tempt him to tell. So Uncle John didn’t ask any questions.
They sat on the steps a long time—so much longer than usual that
Aunt Mary called:
“William Wallace, it’s time to come in.”
When she said that, Uncle John said he was so thirsty that he
should have to go in to get some water.
Billy heard Uncle John call Aunt Mary into the kitchen to find him a
glass. Then he came out again, and sat down close by Billy.
They sat there till long after the clock struck nine. Then Billy said:
 “Uncle John, if anybody thought something b-b—something about
you, and it wasn’t so, what would you do?”
“I would,” answered Uncle John, slowly, “keep right on working,
and leave that to God.”
Then he put his arm around Billy’s shoulders, drew him up close,
and said again, slowly, “I would leave that to God.”
After they had sat a minute longer, they both went into the house.
Billy wished that night, even more than usual, that he and Uncle
John might say their prayers together, the way he and his father
used to do. But he did the best he could alone.
He said his prayers very slowly and very carefully. Then he said
them all over again, and climbed into bed.
After the house was dark, Billy heard Uncle John come to his door.
Billy didn’t speak, but he heard Uncle John say something. Perhaps,
though he said it very softly, Uncle John hoped that he would hear
him when he said softly:
“Eh, Billy, little lad!”
 CHAPTER IX
BILLY STANDS BY
WHEN Miss King came into the office the next morning she had a
large bunch of bachelor’s buttons in her hand. They were blue—all
shades of blue—and they looked very pretty against the clear white
of her dress. She had hardly taken off her hat before the telephone
rang hard.
Billy heard her say, “Yes, Mr. Prescott.”
“Mr. Prescott says he’s not coming to the office till after lunch,” she
said, turning to Billy. “It’s something about the new part of the mill.
“We got along all right the other day, didn’t we? I was anxious all
for nothing, wasn’t I, William?
“Now, please get me some water for the flowers, and we’ll settle
down to work.”
Billy didn’t feel, that morning, much like talking to anybody, not
even to Miss King, so he didn’t say anything.
When he brought back the tall glass vase, Miss King took three of
the bluest flowers and broke off the stems.
“I should like to put these in your buttonhole, William,” she said.
“They’ll look pretty against your gray coat.
“August is late for bachelor’s buttons; we shall have to make the
most of these. Really,” she went on, as she fastened them with a pin
on the under side of his lapel, “they’re just the color of your eyes.”
Miss King didn’t usually say very much. It was a surprise to Billy to
have her keep on talking.
“How nice the office looks, William! We never had a boy before
that knew how to dust in anything but streaks.”
 “My Aunt Mary,” said Billy, speaking at last, “is very particular. She
showed me how to dust.”
Then Miss King sorted the orders, and Billy started out with them.
It was still very hot. The latest thing that Mr. Prescott had done to
try to make the office a little cooler was to move a pile of boxes and
to open an old door at the other end of the corridor opposite the door
with the great key.
That door hadn’t been opened for a long time. Hardly anybody had
realized that there was a door on that side. It opened over the end of
an old canal that had been used in his grandfather’s day. Filling up
that “old ditch,” as Mr. Prescott called it, was one of the things that
he was planning to do.
When he had the door opened, he put up a danger notice, and left
in place, across the door, an old beam that had once been used as a
safety guard.
Billy stood in the corridor a moment, and looked back through the
old door. If it ever rained, that would be a pretty view.
But the old willow beyond the ditch was green on one side, even if
it was dead on the other where its branches stuck out like—like——
Billy, trying to decide what they did look like, began, almost
unconsciously, to walk toward the door.
By the time that he decided that the branches looked like the
antlers of two great deer, standing with their heads close together,
Billy reached the door.
He stood a moment looking down at the old canal. He was
surprised to see how far below the door the canal really lay. The dry
spot at the end had some ugly stones in it, too. Just as well to have a
place like that filled in.
Looking again at the old willow, Billy turned and went slowly back
down the corridor and out the great door.
When Mr. Prescott finally came back, Billy was on his afternoon
rounds.
 Things were very quiet, but that was to be expected at that time of
the day.
Were things unusually quiet?
Just then Mr. Prescott heard a faint cry. In an instant he was at the
door.
Somebody was crying, “Fire!”
Who was he? Where was he? Why didn’t he call louder?
He met Billy, who was fairly flying back from the other end of the
yard, with his hands at his throat as if he were trying to make the
sound come out.
“The new part is on fire!” he cried; “the new part of the mill is on
fire!”
Mr. Prescott rushed to the fire alarm.
Billy kept on to the office and burst in, crying, “The new part is on
fire!”
Miss King started for the door. Mr. Prescott had given her orders
what to do if there ever should be a fire.
Billy himself was part way down the corridor when something in
his head began to say faintly:
“Stand—by—your—job—every—minute—that—you—belong—on
—it!”
Though Billy slowed down a little, he did not stop, but kept right on
until he reached the door, and had one foot out.
Then the graphophone in his mind began again, a little louder than
before:
“Stand—by—your—job—every—minute—that—you—belong—on
—it!”
Billy drew his foot back. He felt as though he must do something,
so he shut the great door. He turned and stood against it for a
minute. Then he started slowly down the corridor.
 The graphophone had stopped; but Billy’s quick ears heard
another sound. Somebody was trying to open the great door!
Billy remembered the little closet. He could see the office from
that. He hurried on, and had barely slipped into it when the door
opened.
In came the man with the fierce black eyes and the coal black hair,
and he was carrying something in both hands.
Billy fairly held his breath. The door was a little too far open, but he
didn’t dare to touch it.
The door was too far open. It was open so far that, hitting it as he
passed, the man gave it an angry kick.
The door went to so hard that Billy heard the click of the spring
lock as it fastened the door, and made him a prisoner in the closet.
Keep still he must till the man was out of the way. That was the
only thing to do. Billy took out his jack-knife. It felt friendly, so he
opened it.
Sooner than he expected he heard the man come out, heard him
go heavily down the corridor, and heard him close the great door.
Cracks between the boards let in light enough for Billy to find the
lock. He began to pry away at it with his knife. He thought he had
started it a little, when snap went the blade.
Then he tried the other, working a little more carefully; but, in a
moment, snap went that blade, broken close to the handle.
He tried kicking the boards where he saw the largest cracks, but
not a board could he move.
Then he grew so excited that he hardly knew what he was doing.
What was going on in the office? Was that on fire? He threw
himself against the sides of the closet, one after the other.
He wasn’t sure whether it was his head or the closet that began to
rock. It seemed to be the closet.
 Once more he threw himself against the back of the closet. That
time he was sure it was the closet that rocked!
He threw himself three times, four times, five times. Suddenly he
landed on his head in the top of the closet on a heap of clothes. Light
was coming in from somewhere. His head was rocking so that he
could hardly move, but, in a minute, he managed to turn and to crawl
out of the bottom of the closet, where the cleats had given way.
It was easier, just then, for him to crawl than it was to walk. So he
crawled across to the office, reached up, and opened the door.
Surprised he certainly was, for everything seemed to be all right.
Billy, beginning to feel pretty sore in several places, pulled himself
up into Mr. Prescott’s chair.
Then he heard a faint tick, tick, tick.
No, it wasn’t the clock. Billy had kept his ears open too long not to
know that.
Where was it? What was it? It seemed very near!
Billy looked under the desk. Nothing there but the waste basket.
His heart was going thump, thump. But, when a boy is standing by
his job, he doesn’t stop for a thumping heart.
Billy didn’t. He took hold of the basket. It was very heavy. The
ticking was very near.
Then Billy knew!
It was what Uncle John called an “infernal machine,” with clock
works inside!
Billy dug down among the papers till he found the thing. He took it
in both hands and pulled it out—it was a sort of box. He started for
the door. All he could think of was that he must take the infernal thing
away from Mr. Prescott’s desk.
Out he went with it. The old door was still open. Billy, holding the
box in his arms, made a frantic dash for the door.
 When he reached it, he leaned against the old beam and,
gathering all his strength, threw the box over into the old dry ditch.
He heard the box fall.
Then, with a creaking sound, the old beam broke from its rusty
fastenings and followed the box.
After that there was another fall, for the boy that had thrown the
box went down with the beam.
But that was a fall that Billy did not hear.