To help fill this gap in the scholarly literature, the present author conducted a series of interviews from 2009-2014, asking over 30 Indian executives employed in India by US and other foreign multinational firms to describe how jaan-pehchaan relationships are used in both business and personal settings. The interviews described jaan-pehchaan as an umbrella term for unwritten social capital used within specific socio-cultural groups and related networks in India. They further noted that the trust developed within jaan-pehchaan relationships can lead to the use of favours to accomplish professional or routine personal tasks, and in worst-case scenarios may spill over into bribery. The interviewees also revealed that using jaan-pehchaan is an accepted way of doing business and that developing nurturing relationships, especially with close acquaintances, through the use of in-group favours, lends a helping hand to those seeing jobs, business loans or contracts.
To conclude, all those interviewed by the author confirmed that the practice of developing jaan-pehchaan connections remains essential for successful business and that those without such connections, especially foreign firms, will find themselves at a significant disadvantage. Understanding the nature of these time-honoured relationships and how they work is therefore critically important since the loyalty shared within them can fundamentally influence the ability to achieve personal and professional goals and interests (Schuster 2006; McCarthy et al. 2012; Puffer et al. 2013)[8][9][10].
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The word "Jaan Pehchan Wala" in English means "Accostable" and in Urdu script, it is written as " ". Similar words to jaan pehchan wala are commonly used in daily conversations, such as Jaan pehchan ki istilaah, Jaan pehchan ki istilah, Taaruf, and Taaruf. The synonym for jaan pehchan wala is "".
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This article investigates the use of favors by managers of BRICfirms to accomplish business goals, the ethicality of which shouldbe determined by the moral reasoning in these countries rather thanfrom a developed country perspective. We define a favor as anexchange of outcomes between individuals, typically utilizing one'sconnections, that is based on a commonly understood culturaltradition, with reciprocity by the receiver typically not beingimmediate, and its value being less than what would constitutebribery within that cultural context. This exchange normally takesplace between and among members of networks, and may involve anetwork outsider contacted by a network insider on behalf ofanother insider. We see the giver and receiver of the favor, aswell as network insiders and outsiders, as stakeholders.Additionally, society could also be considered to be a stakeholdersince the practice of using favors generally inhibits thedevelopment of legitimate, strong formal institutions, since theuse of favors in emerging economies is rooted in culturaltraditions that we view as informal institutions. Furthermore, weassert that the practice of using favors can lead to bribery whichharms society as a stakeholder both morally and economically. Weposit that BRIC-country managers' behaviors stem from informal,culturally based practices-jeito in Brazil, blat/sviazi in Russia,jaan-pehchaan in India, and guanxi in China. We utilizeinstitutional theory to explain why favors are relied upon, andISCT to support the argument that the use of favors in environmentslike the BRICs is generally considered ethical. 2012 SpringerScience+Business Media B.V. be457b7860
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