In India, the affiliates of multinationals (MNEs) dominate whole sectors of industry--such as plastics and pharmaceuticals--characterized by a high degree of product differentiation, complex technology, and high-skill intensity. This dominance, combined with intangible assets, centralized decision-making, and a global outlook, leads to a divergence of approach between multinationals and their local counterparts in host developing countries. Nagesh Kumar analyzes the interindustry pattern of MNEs in India within the framework of the internationalization theory, also examining the comparative behavior of MNE affiliates in terms of conduct and performance.