OtherBang, Nupur Pavan.,Ray, Sougata., Ramachandran, Kavil. "Family Businesses - The Emerging Landscape - 1990 - 2015", 2017
OtherRamachandran, Kavil., Bang, Nupur Pavan.,Bhatnagar, Navneet. "Family Businesses - Embodiment of Entrepreneurship and Philanthropy", ISB Insight, 2017
OtherRamachandran, Kavil. "Interview - Understanding Family Business ", IUP Publications - Effective Executive, 2016
OtherChakrabarti, Amit Baran.,Mondal, Arindam. "An exploratory study on the impact of pro-market reforms on the Indian Corporate Sector", 2016
OtherChakrabarti, Amit Baran.,Mondal Arindam. "Effect of Business Group Affiliation on Firm Internationalization: The Case of India under Reforms", Journal of East West Business, ForthcomingRead Abstract >Close >We investigate how diversified business groups (BGs) influence the structural reform – firm strategy relationships by virtue of the effect it has on strategic choice and its implementation in a large emerging economy-India. By integrating BG, industrial organization and international business literature, we predict considerable differences in the exporting behaviour of BG affiliated firms based on their market competitiveness and governance dynamics. We test our predictions empirically with proprietary, longitudinal data of 6119 Indian firms over a 21 year period, starting from 1991-92 to 2011-12; and find support for most of the hypotheses. These findings suggest that knowledge of the heterogeneity within business groups are essential for understanding the response of business group affiliates in light of the progression of reform process in India. Our study thus contributes to a more complete conceptual understanding of the strategic responses of pro-market reforms of business group affiliates in emerging economies.

OtherBhatnagar, Navneet., Ramachandran, Kavil. "Continuity of Family Business Across Generations", ISB insight, 2015Read Abstract >Close >Maintaining continuity across generations has been a prime objective of family businesses. This article identifies and explains five key factors that contribute towards achieving the continuity objective. Overcoming leadership challenges, building teams and 'letting go' of control, managing owners' expectations and growth, planning for succession and grooming the next generation members, and sustaining familiness constituted the essential elements for family business continuity. The paper concludes that responsible ownership is key to long term sustenance of family businesses.

OtherRamachandran, Kavil., Bhatnagar, Navneet. "State of Family togetherness in Indian Family Businesses", ISB insight, 2015Read Abstract >Close >The paper explores the concept of 'Family Togetherness' in the family business context. It examines the depth of family ties by probing the issues on which family members stand together and on those where they stand apart? Based on a survey conducted among 105 family business members belonging to different generations of same family businesses, the paper finds that family togetherness operates at three levels with varying degrees of cohesiveness. Significant differences across several aspects of family togetherness were also found between the members belonging to different generations.

OtherChakrabarti, Amit Baran.,Ray, Sougata. "Revisiting the Firm Ownership and Performance Debate in an Emerging Economy during Economic Reforms: Impact of Change in Publicness", 4th biennial conference of the Indian Academy of Management (IAM), 2015Read Abstract >Close >This study takes a nuanced view of state-owned enterprises as hybrid organizations. Rather than viewing firms dichotomously as either state owned or privately owned, we consider them as a continuum on three dimensions of publicness. We theorize an inverted U-shaped relationship between publicness and firm profitability. We also theorize that the inverted Ushaped relationship will be shallower for bigger firms. We test and find support for the theorized relationships in a large sample of 214,401 observations belonging to 21,482 firms taken over a fourteen year period from India.

OtherChakrabarti, Amit Baran.,Ray, Sougata. "Ownership and Firm Performance in India under Reforms: Revisiting the Public versus Private Debate", 4th biennial conference of the Indian Academy of Management (IAM), 2015Read Abstract >Close >The last two decades have witnessed a range of policy reforms related to the public sector and Indian industry in general. In this descriptive study, we try to take stock and analyse the impact of these reforms through the balance sheet data of the population of firms in India. The firms are divided based on their ownership, into business group (BG) affiliated firms; state owned enterprises (SOEs); multinational (MNC) subsidiaries; and domestic stand alone private firms. The performance of these firms on multidimensional performance metrics reveals that while there are sharp differences in the performance of firms belonging to the different ownership categories, at the same time, there are signs of convergence in some of the measures. The results of this study are placed in perspective with previous studies and research implications are discussed.

OtherChakrabarti, Amit Baran.,Ray, Sougata. "The Impact of Publicness on Firm Performance: The Case of India under Pro-market Reforms", WMC Conference, 2015Read Abstract >Close >This study takes a nuanced view of state-owned enterprises as hybrid organizations. Rather than viewing firms dichotomously as either state owned or privately owned, we consider them as a continuum on three dimensions of publicness. We theorize an inverted U-shaped relationship between publicness and firm profitability. We also theorize that the inverted U-shaped relationship will be shallower for bigger firms. We test and find support for the theorized relationships in a large sample of 214,401 observations belonging to 21,482 firms taken over a fourteen year period from India.

OtherRamachandran, Kavil., Ward, John L.,Waiker, Sachin.,Jha, Rachna. "Ensuring Family and Business Continuity at India’s GMR Group", ISB insight, 2014Read 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

OtherRamachandran, Kavil. "From Jugaad to Systematic Innovation – The challenge for India by Rishikesha Krishnan", Vikalpa , 2010Read Abstract >Close >This review describes how the book encapsulates global technology innovation scenario and India's relative position. The author explains how contextual factors gave birth to 'jugaad (corrective improvisation) innovation' in India. The review suggests that the author's main argument is that inspite of growing competition and enhanced efforts on part of the government, India's has much to progress on innovation front. The review captures the suggested action points made by the author for improving innovation in India.

OtherRamachandran, Kavil. "Winning In Emerging Markets: A Road Map For Strategy And Execution by T.Khanna and K.Palepu", The Indian Journal of Industrial Relations, 2010Read Abstract >Close >The book review captures the core message of the authors that understanding of socio-political and economic environment of the country is essential for business success in an emerging market. The review explains the composition of the book to the reader - starting from the introduction to emerging markets to how multinationals have performed there so far and the business risks involved. The review underscores the suggestions made by the authors on how managers need to constantly adopt innovative ways to address challenges in emerging markets.

OtherRamachandran, Kavil. "Satisfying Solution for a Compelling Need makes Sulabh an Entrepreneurial Success", Vikalpa, 2009Read Abstract >Close >Why has Sulabh captured the attention of so many people across the country and outside within a short period of time? Simply put, it offered an effective, innovative solution to a long standing frustrating problem that ordinary people faced. In other words, Bindeshwar Pathak eliminated massive levels of customer dissatisfaction like the way a mobile phone or bottled water did for the people at large. The only difference is that for Sulabh there was no commercial profit motive behind the venture. Pathak did it for the social good, as a social enterprise.

OtherRamachandran, Kavil., , . "Family and Corporate Philanthrophy : Emerging trends in India", ISB insight, 2009
OtherRamachandran, Kavil. "A Vision for Prosperity", ISB insight, 2008
OtherRamachandran, Kavil. "Ten Commandments for an Excellent and Lasting Family Business", ISB insight, 2008
OtherRamachandran, Kavil. . "Handbook of Research on Family Business", Global Business Review, 2007


OtherRamachandran, Kavil. "Why Governance is Challenging for Family Business", ISB insight, 2006