ReportsNupur Pavan Bang, Sougata Ray, Kavil Ramachandran and Anierudh Vishwanathan. "Family Businesses: Promoters’ Skin in the Game 2001-2017", 2018Read 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.

ReportsNupur Pavan Bang, Sougata Ray and Kavil Ramachandran. "Family Businesses: The emerging landscape 1990 - 2015", 2017Read 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.


ReportsRamachandran, Kavil.,Bhatnagar, Navneet. "Togetherness in Indian Family Businesses", 2014Read 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.

ReportsRamachandran, Kavil.,Bhatnagar, Navneet. "Challenges Faced by Family Businesses in India", 2012Download PDF
ReportsRamachandran, Kavil. "Professionalisation of Family Business in India ", 2007Read Abstract >Close >Download PDFMost businesses in India and the rest of the world are owned and often managed by business families. Managing a family business offers a number of unique challenges; one of them is the process of professionalizing business operations. The situation gets complicated as non-family executives (NFEs) are introduced at various stages in the life of a business by family executives (FE), who themselves have to grapple with a number of unique issues because of dynamism on the family front.