Books and Monographs

The faculty at the School has been actively disseminating research and knowledge to a larger audience through books and book monographs.

ISB’s faculty have published around 60 books in the scholarly, non-scholarly and textbook categories. Some of these works have featured in bestseller lists, such as “Grit, Guts, and Gumption” by Professor Rajesh Chakrabarti and the highly acclaimed textbook on statistics by Professor Galit Shmueli titled “Data Mining for Business Intelligence: Concepts, Techniques, and Applications in Microsoft Office Excel.” 

Books and MonographsLakhanpal, Shikha, Chhatre, Ashwini. "For the Environment, Against Conservation: Conflict between biodiversity protection and renewable energy in India", London, Earthscan Publications, Forthcoming
Books and MonographsArunachalam, S., Sharma, Amalesh. "Marketing Analytics", "Essentials of Business Analytics, An Introduction to the Methodology and its Applications", Forthcoming
Books and MonographsSindhwani, Saumya., Srivastava, Prof. Rajendra. "Creative Management: A Strategic Paradigm for Digital-era", Singapore, Sterling Publishers, 2017
Books and MonographsH. Thomas,. "Managing in a VUCA world", Singapore, McGraw-Hill Education, Forthcoming
Books and MonographsSeshadri, DVR., Swati Sisodia. "Nurturing Global Leaders of Tomorrow : An Inclusive Learning Model (SKMSVM) Shows the Way", HYDERABAD, 2017
Books and MonographsSubramanian, Krishnamurthy., Acharya, Viral. "State intervention in banking: the relative health of Indian public sector and private sector banks", USA, Springer, 2016
Books and MonographsSrivastava, Rajendra K., SR Nathan. "Economic History of Singapore", Singapore at 50 , Forthcoming
Books and MonographsSrivastava, Rajendra K., Gregory Metz Thomas. "Future of Branding", Sage Publishing, Forthcoming
Books and MonographsRamachandran, Kavil., Bhatnagar, Navneet.,Joshi, Shefali. "Emerging Paradigms of Corporate Governance and Managerial Professionalization in Family Firms", 2016Thomas Schmidheiny Centre for Family EnterpriseRead Description >Close >Most businesses, particularly in Asia, are family controlled and managed, contributing immensely to the development of the economies. A majority of family firms start with small to mid-sized business operations. During the early stages of the firm's life cycle, managerial functions are mostly performed by members of the controlling family (Dyer & Handler, 1994). Research shows that family firms benefit due to involvement of family members, as they bring unique capabilities and resources - termed 'familiness' (Habbershon & Williams, 1999), that contribute to the firm's competitive advantage (Aronoff & Ward, 1995;Sirmon & Hitt, 2003). However, as the firm grows overtime, business operations become increasingly complex and specialized. Systems and processes are required to be established for effective management of a growing business (Chandler, 1990; Casson, 2000; Walsh, 2010). Formulation of a clear strategy, grooming of a professionalized organization and having leadership that practices high quality governance are important mechanisms to preserve family businesses. However, most family businesses do not survive beyond three or four generations, due to their lack of understanding and capabilities to manage challenges which are unique to family businesses. Besides their uniqueness arising out of the overlap of conflicting priorities of the key stakeholders in terms of ownership, management and family responsibilities, family businesses are also on a discovery driven journey on the organization life cycle. The complex situation created by the interplay of multiple forces makes both professionalization and corporate governance quite challenging. This chapter discusses the difficulties of developing and managing corporate governance and professionalization in family controlled businesses.

Books and MonographsRamachandran, Kavil. "Institution Building: Experiences, Learnings and Challenges", SAGE, 2016Thomas Schmidheiny Centre for Family EnterpriseRead Description >Close >The paper explores the factors that are essential for building long-lasting institutions. Based on the characteristics of several acclaimed institutions in business and social development sectors, the paper finds that a clear sense of purpose, shared value, custodianship, adaptability, dynamic resource building and visionary leadership are the key factors that help transform organisations into long-lasting institutions. The paper also identifies the challenges to institutional building and the ways to overcome those challenges.

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