ReportsSyed Eraj Hassan, Nupur Pavan Bang, Raveendra Chittoor and Kavil Ramachandran. "Family Businesses: Heeding the Call of Corporate Conscience 2015 - 2017", 2018Download PDF
ReportsBang, Nupur Pavan.,Ray, Sougata., Ramachandran, Kavil., Vishwanathan, Anierudh. "Family Businesses: Promoters’ Skin in the Game 2001-2017", 2018Download PDF
ReportsBang, Nupur Pavan.,Ray, Sougata., Ramachandran, Kavil. "Family Businesses-The Emerging Landscape, 1990 - 2015", 2017Read Abstract >Close >Download PDFThe 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).

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.