Reports

The faculty and the Centres of Excellence (CoEs) at the ISB regularly conduct action research and capacity building activities which push the boundaries of our research in terms of its practical implications and the impact it can create. The findings of such research projects generate a wealth of knowledge which provides insights vital to businesses with global ambitions. The School has always believed in the role of academic institutions to push the growth of industry skyward. Our publications have been widely acclaimed not only by academia but also by the industry and media.
Reports. Mehta, Piyush., Basu, Shreya. "Spatial and temporal patterns in forest plantations in India", 2018Download PDF
ReportsPedada, Kiran., Shankar, Venkatesh.,Dass, Mayukh. \"Negotiating International Marketing Joint Venture Dissolutions in Emerging Markets\", 2018
ReportsNupur Pavan Bang, Sougata Ray, Kavil Ramachandran and Anierudh Vishwanathan. "Family Businesses: Promoters’ Skin in the Game 2001-2017", 2018Thomas Schmidheiny Centre for Family EnterpriseRead Abstract >Close >Download PDFThis paper has attempted to give a bird’s eye view of the shareholding pattern of listed Indian firms. We found that promoters of family firms have increased their stake in their companies over the last decade, while SOEs, OBGFs and NFs have witnessed a decline in promoter shareholding. This reinforces the preeminent role of family-controlled businesses in India. It seems to imply that the engine of growth of Indian businesses will not be dependent on overseas or other promoter categories. Instead, promoters of family firms will continue to play a major role. The ownership pattern of listed businesses in India is fairly concentrated, especially in the case of family firms, SOEs and MNCs. While this has significant positive effects, there is also a need to keep close vigil on their governance practices.

ReportsProfessor Man Mohan S. Sodhi, Principal Investigator Cass Business School, City, University of London: Sukhmeet Singh, Project Manager Indian School of Business & Chetna Agnihotri, Analyst Indian School of Business. "Cold Chain Development for Fruits & Vegetables in India", 2017Download PDF
ReportsNupur Pavan Bang, Sougata Ray and Kavil Ramachandran. "Family Businesses: The emerging landscape 1990 - 2015", 2017Thomas Schmidheiny Centre for Family EnterpriseRead Abstract >Close >Download PDF
The year 1991 was a momentous year in the contemporary economic history of India. It ushered in a new dawn to Indian economy with the unleashing of sweeping economic reforms across sectors of the economy.


ReportsKagade, Mandar. "Indian Financial Code’s Revised Draft", 2015Read Abstract >Close >Download PDFThe Revised Draft of the Indian Financial Code’s proposal to establish a Monetary Policy Committee with a majority of government nominees and no veto power to the Reserve Bank of India Governor have attracted a lot of attention. However, the code has some other critical proposals, including a Financial Stability and Development Council (the super-regulator for systemic risk) that will radically alter the financial regulation landscape of India. This article scrutinises two important proposals—the Financial Development Council and systemic risk regulation, and the “prompt corrective action” regime.

White papersMani, Deepa.,Desai, Amit. "Global In-House Center Capability Maturity Index", 2015Srini Raju Centre for IT and the Networked EconomyRead Abstract >Close >
Over the last few years more than 800 MNCs have established Global In-house Centers (“GIC”) in India that leverage highly skilled, specialized, low-cost talent pool to reduce costs of ownership, develop products and provide services for fast growing global and regional markets. 
 
The service delivery journey for most GICs has been that of gradual evolution, taking years to progress from when dedicated centers were set up for one or two functions to multi-function center providing value added services for both global and local geographies.
 
The current business environment is far more global, complex, agile, and influenced by the digital revolution.  Organizations have had to restructure their service delivery models to align to the changing business environment.  As a result, GICs have had to rapidly evolve their operating models to move up the value chain.  GICs are now increasingly transitioning from being pure play cost centers to centers delivering innovation, quality and strategic value.  
 
For full content, please contact Mridula_Anand@isb.edu  
 


White papersMani, Deepa.,Banerjee Shankhadeep. "Smart City Maturity Model", 2015Srini Raju Centre for IT and the Networked EconomyRead Abstract >Close >

In India, urbanisation is a rapidly growing trend fuelled by the government’s emphasis on the manufacturing and services sectors as engines of growth and the transition thereof to these sectors from agriculture. As per the 2011 census report, more than 600 million Indians will be living in urban areas by 2031, and the contribution of urban India to her GDP is expected to rise from 52% in 2011 to 75% in 2031. Yet, the current state of infrastructure, human capital and services in Indian cities is an important constraint in accommodating the pace of urbanisation. A plan for rapid development of 100 smart cities by the Government of India intends to address this challenge. A smart city is commonly defined as one that leverages technology to integrate and optimise its limited resources towards better habitability, sustainability and citizen empowerment. But there is limited understanding of how technology-enabled solution(s) will help a city evolve into safe, secure, and efficient urban cities. After all, one solution would not fit all regions.

 

For full content, please contact Mridula_Anand@isb.edu



ReportsSodhi, ManMohan S., Singh, Sukhmeet.,Walia, Arvinder.,Sharma, Jasmine., Dalla, Preetinder S. "Analyzing the Potential of Increase in Acreage for Kinnow, Maize, Wood, Turmeric and Moong as per the Draft Agriculture Policy for Punjab-2013", 2014Read Abstract >Close >Download PDFIn view of agriculture sector crisis in Punjab, the importance of research in the realm of ecologically sound farming practices is foremost. While ecological sustainability is important, the economic viability for the farmer needs to be taken into account. In this context, Punjab Mandi Board commissioned Indian School of Business to undertake a research study analyzing the potential of increase in the production of selected five commodities as mentioned in the Agriculture Policy for Punjab-2013 (Draft) in terms of their existing markets and the potential to expand in the wake of proposed area expansion under alternate crops.  Given the nature and magnitude of crisis in the farm sector in the state, this research is a pioneering attempt to critically analyze the diversification strategy recommended as per the Draft Policy. 


ReportsRamachandran, Kavil.,Bhatnagar, Navneet. "Togetherness in Indian Family Businesses", 2014Thomas Schmidheiny Centre for Family EnterpriseRead Abstract >Close >Download PDFFamily businesses are known to have unique competitive advantage over professionally managed firms. Habbershon and Williams (1999) suggest that this competitive advantage is derived from the ‘familiness’ of the business – i.e. a bundle of resources that are distinctive to the firm as a result of the owning family’s involvement. The controlling family’s shared beliefs, practices, policies, philosophies and doctrines are crucial family inputs that shape this ‘familiness’ of the firm. It is the higher degree of convergence on these counts, which enhances goal-congruence and trust among family members. Being ‘together’ is thus conventionally considered a tremendous source of strength for the family and the business. However, all across the world, societies have been undergoing changes. For instance, economic liberalisation followed by rapid expansion of the middle class and further integration with the global economy have been instrumental to a number of changes in India.

  •  
  • Page 1 of 5
  • >