This chapter reviews the evidence on various aspects of M&A activities to, in, and from a single large emerging market economy, India. The purpose and justification for focusing on exclusively Indian M&As is to be bring out a few of the special features of emerging economy M&As found in the recent literature as distinct from the general findings about M&As in the global context. Starting from a negligible base barely a quarter century ago, India now adds considerable deal volume and value to begin to matter in the global league tables. However, more than its growing importance, Indian M&As are important to study as repeated studies seem to indicate their success in a field where the average deal is known to be value-destroying. There is, therefore, value, in carrying out an inquiry of the extent of the success of these M&As and more importantly, of the possible reasons behind their performance. While the evidence is still preliminary and the explanations speculative in nature, the literature seems to suggest that Indian acquirers have a more strategic “complementary capabilities” approach towards acquisitions, tend to disturb the target management less, and appear to have greater success in combining complementary advantages between home and destination countries to obtain more efficient and competitive supply chains and product portfolios.