OtherRamachandran, Kavil. "Indian Family Business: Creating Legacy", ISB insight, 2019
OtherBang, Nupur Pavan.,Ray, Sougata., Ramachandran, Kavil., Vishwanathan, Anierudh. "Family Businesses:Promoters’ Skin in the Game 2001-2017", 2018Read Abstract >Close >Family businesses survived and grew through the era of the ‘Licence Raj’. However, in the postindependent India. it was widely assumed that family businesses would not be able to adapt to the paradigm shift in the strategy, operations, structure and resource allocation brought about by the liberalizationpolicies of 1991 and beyond1. While many family businesses failed to rise to the occasion, the Indian economy witnessed a new generation of highly competent family businesses that established themselves as significant players. Also, many old family business groups rejuvenated themselves to remain competitive and moved to leadership positions in their respective industries. Of course, many withered away in the competitive heat generated by the process (Bang, Ray & Ramachandran, 2017). In essence, family businesses in India prospered in the era of liberalization and contributed significantly towards employment generation, gross domestic product, social welfare activities and to the exchequer. To better understand family businesses in India and their evolution post liberalization, the Thomas Schmidheiny Centre for Family Enterprise at the Indian School of Business has undertaken a series of studies. The first study in the series was published in July 2017, “Family Businesses: The emerging landscape - 1990-2015”. The study systematically traced the collective trends exhibited by family businesses and other ownership categories like the state-owned enterprises and the multinational companies, on various parameters of performance.This publication, “Family Businesses: Promoters’ Skin in the Game- 2001-2017” is the second White Paper in this series focusing on ownership.

OtherRamachandran, Kavil. "The Three Circles of Family Business", ISB insight, 2018
OtherBang, Nupur Pavan.,Chittoor, Raveendra., Ramachandran, Kavil., Vishwanathan, Anierudh. "Standalone Family Firms Lead on Gender Parity", ISB insight, 2018
OtherSripada, Chandrasekhar., Ramachandran, Kavil. "Who will bell the cat?", Business Standard, 2018
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.

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.

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