OtherBang, Nupur Pavan.,Ray, Sougata., Ramachandran, Kavil. "Family Businesses-The Emerging Landscape, 1990 - 2015", 2017Read Abstract >Close >The year 1991 ushered in a new dawn in the Indian economy with sweeping reforms across sectors. There were widespread apprehensions about the capabilities of the family owned and managed businesses to withstand the pressure of the newly created “freedom”. However, the study finds that not only did the family firms withstand the new rush of competitive forces in the economy, but also adapted to the changing business environment. Based on their shareholding and management control, the companies were classified into two categories: Family Businesses (FBs) and Non-Family Businesses (NFBs). Family businesses were further classified into Family business group affiliated firms (FBGFs) and Standalone family firms (SFFs) and NFBs were further classified into State-owned enterprises (SOEs), Multinational subsidiaries (MNCs), Other Business group affiliated firms (OBGFs) and Standalone non-family firms (NFFs).

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.

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