Others

The ISB’s stature as a research-oriented institution has grown rapidly since its inception in 2001. The ISB is among the few schools in the world that undertake research with a focus on emerging and transition economies, striving to create synergies between India, Asia and the global business environment. It is evident from the wide array of research projects undertaken by the faculty and the Centres of Excellence (CoEs) at the School. The faculty also use multiple mediums in addition to journals and books to educate a wider segment of people in their areas of interest. 

OtherMartha Mazneski,, Dhanaraj, Charles.,Chistopher Zintel, Lindsay McTeague. "Global leadership and global teams", IMD Insight, 2014
OtherCarlos A. Primo Braga, Bill Fischer, Maury Peiperl, Dhanaraj, Charles.,Daina D. Mazutis, Christopher Zintel. "Global partnerships for humanitarian impact and innovation (1): Nobody can do it alone", IMD Insight, 2014
OtherDhanaraj, Charles.,James Henderson. "5 ways to make strategic partnerships successful: Strategic partnerships fail more than half the time. How can your business get them right?", Tomorrow's Challenges: IMD, 2014
OtherGandhok, TejPavan Singh., Richard Raymond Smith. "Rethinking Cross-Border Talent Management: The Emerging Markets Perspective", Asian Management Insights, Singapore Management University, 2014Read Abstract >Close >A closer look at the relatively little understood issue of how and why emerging market MNCs manage their senior talent for international growth leads us to question the conventional wisdom on talent management practices.

OtherRamachandran, Kavil., Ward, John L.,Waiker, Sachin.,Jha, Rachna. "Ensuring Family and Business Continuity at India’s GMR Group", ISB insight, 2014Thomas Schmidheiny Centre for Family EnterpriseRead Abstract >Close >In an engaging tale about the Indian family business behemoth, the GMR Group, Professor Kavil Ramachandran, Professor John L Ward, Rachna Jha and Sachin Waikar, look at the multifarious issues that underpin family businesses. The GMR Group had reached great heights of success, but disagreements and confl icts among family members threatened to hamper its progress. To counter this, GM Rao, group founder and Chairman, spearheaded the creation of governance structures and a family constitution that would serve the purpose of an organisational blueprint for current and future generations

OtherAbraham, Reuben. "Role of Techology in Small and Medium Enterprise", Gates Foundation, Forthcoming
OtherMridula Anand, Nandkumar, Anand., Charles Dhanaraj. "Novartis in India: Innovation versus Affordability - Case Study#9B12M111", 2013
OtherMridula Anand, Nandkumar, Anand., Charles Dhanaraj. "Embrace Infant Warmers - Case Study#9B13M004, 005, 006 and 007", 2013
OtherRamnarayan, Subramaniam. Foreword to the book "Championing the Bosses", Prism Books, 2013Centre for Leadership, Innovation, and Change
OtherKuriyan, Vikram., Bang, Nupur Pavan. "A Perspective on the Mutual Fund Industry in India", Insight, 2013
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