Management Briefs Previous Issues

An exclusively curated repository of bite-sized, industry-relevant research insights from the best minds across the world. To better access the content that interests you, please click the relevant categories listed below.

A behind the scenes look at the genesis and impact of selected cases from ISB’s case collection.

Volume 4, Issue 3
Apr 2019

  • Think, Debate, Create and Succeed: The Case of Discovery India

    How did Discovery India strike a balance between brand promise and localised differentiation?

  • Volume 4, Issue 2
    Mar 2019

  • Family Business Governance Rooted in Values: The Case of Merck, Darmstadt

    How has Merck, Darmstadt balanced family ownership with corporate governance in creating a sustainable business model?

  • Volume 4, Issue 1
    Feb 2019

  • All is Well: Health Care Branding at Be Well Hospitals

    What branding strategy takeaways does the Be Well Hospital case offer from its success breaking into an established two-tier market?

  • Volume 3, Issue 9
    Dec 2018

  • How VelvetCase Is Mining India’s Passion for Gold

    Can a made to order jewellery company help satisfy India’s voracious appetite for gold?

  • Volume 3, Issue 8
    Oct 2018

  • Compassionate Leadership in Labour Disputes: The Case of Dr Reddy’s Laboratories

    How can compassionate leadership resolve conflict in multi-stakeholder negotiations? The Dr Reddy’s Labour Dispute case study examines this issue.

  • Volume 3, Issue 7
    Sep 2018

  • Is India Ready for Senior Living Services? The Case of Antara Senior Living

    The Antara Senior Living project in Dehradun combines community, wellness and healthcare. How is this new category of senior living services gearing up for acceptance and success in India? ISBInsight asked Antara case study author Professor Manpreet Singh Hora for his takeaways.

  • Volume 3, Issue 6
    Jul 2018

  • An Unfinished Agenda: The Case of Dr Reddy’s Laboratories

    Can family businesses navigate the tricky terrain of personal and professional relationships? ISBInsight talked to Professor Kavil Ramachandran and Dr Nupur Pavan Bang to get their perspective in writing and teaching the Dr Reddy’s case.

  • Volume 3, Issue 5
    Jun 2018

  • The Case of the Ailing Airline: Air India’s Turnaround

    SBInsight talked to Professor Vaidya Nathan Krishnamurthy from the Indian School of Business (ISB) about his experience with writing and teaching a case study on Air India. What are key managerial takeaways from the airline’s financial and leadership challenges?

  • Volume 2, Issue 4
    Sep 2017

  • Meru Cabs: A Spectacular Growth Story

    How can a company integrate its strategy, technology and process to break even and yet offer world-class services to its customers? Set in August 2011, Meru Cabs: A Spectacular Growth Story is a case study that documents the design and positioning of an Indian services business in the face of skill shortages and built-in inefficiencies.

  • Volume 2, Issue 3
    Aug 2017

  • Ketan Logistics: Charting the Next Route

    Rohit Gupta, Strategy Head, Western Business Unit of Ketan Logistics Limited, and the oldest third generation member of this family business, was torn between living up to family expectations and pursuing his dream of setting up his own entrepreneurial venture. Navneet Bhatnagar, Research Associate, and Kavil Ramachandran, Professor and Executive Director of the Thomas Schmidheiny Centre for Family Enterprise, present professionalisation and succession issues in this family business case study.

  • Volume 2, Issue 2
    Mar 2017

  • Kamla Nehru Memorial Hospital: Which Way Forward?

    Naga Lakshmi Damaraju, Assistant Professor of Strategy at ISB, documents the challenges faced by Dr. Madhu Chandra, CEO of Kamla Nehru Memorial Hospital, a non-profit, non-government trust organization that is managed by the Gandhi-Nehru family, as she works towards her goals of streamlining hospital operations and putting it back on a growth trajectory

  • Volume 2, Issue 1
    Jan 2017

  • State Bank of India: “SMS Unhappy”

    Rishtee Batra, Assistant Professor of Marketing at ISB, and Piyush Kumar, Visiting Professor at ISB, present the dilemma faced by Deputy Managing Director of the State Bank of India, Shiva Kumar, as he contemplated the next step in the evolution of the SMS Unhappy program, a novel customer complaint management program

  • Volume 1, Issue 3
    Nov 2016

  • Balancing the Power Equation: Suzlon Energy Limited

    In this case study, Snehal Awate, Assistant Professor of Strategy at ISB, and her co-authors documents the challenges encountered by Suzlon, an emerging economy multinational enterprise (EMNE), when accessing R&D knowledge from its technologically superior subsidiary.

  • Volume 1, Issue 2
    Sep 2016

  • ITC Hotels: Designing Responsible Luxury

    Professor Tonya Boone, Nalin Kant Srivastava and Arohini Narain document the ambitious and revolutionary journey that ITC Hotels undertook to create, execute, and implement the novel concept of ‘Responsible Luxury’.

  • Azim Premji Foundation – Bringing Professional Excellence to Philanthropy

    Raveendra Chittoor, Assistant Professor at ISB and Geetika Shah, Associate Director, Centre for Learning and Management Practice at ISB, highlight the challenges of building a large, professionally managed not-for-profit and the strategic decisions required to grow it into a sustainable organization.

  • Volume 1, Issue 1
    May 2016

  • Aahan (A): Diagnosing Tuberculosis in Rural India

    Sarang Deo and Milind Sohoni, Associate Professors at ISB, present the dilemma of Manish Bhardwaj, co-founder of Innovators in Health, who is contemplating setting up Aahan, a community based tuberculosis (TB) control programme in rural India.

  • A summary of rigorous management research with a focus on business application.

    Volume 4 Issue 3
    Apr 2019

  • Partners in Rhythm

    Can international marketing alliances in emerging markets be a source of competitive advantage?

  • Volume 4 Issue 2
    Mar 2019

  • And They Returned Happily Ever After

    Should retailers embrace the ‘buy it-use it-return it’ tactic used by customers to increase profitability?

  • Volume 4 Issue 1
    Feb 2019

  • Category Management: The Art of Allocating Shelf Space

    How can retail category managers and procurement strategists increase profitability?

  • Volume 3 Issue 9
    Dec 2018

  • Why the Gender Gap Persists in Indian Workplaces

    Why are women disadvantaged when it comes to wage employment?

  • Volume 3 Issue 8
    Sep 2018

  • What Do Non-Compete Agreements Cost CEOs?

    Ujval Nanavati spoke with Professor Omesh Kini, one of the authors of a recent research paper, on how non-competes impact Chief Executive Officer (CEO) mobility.

  • Volume 3 Issue 7
    Oct 2018

  • “Kirana Stores Are Here to Stay”: FMCG Strategy for Indian Retail

    How is the retail industry in emerging markets different from developed economies? Read on for insights from a recent analysis of FMCG manufacturers in India.

  • Volume 3 Issue 6
    Jul 2018

  • Do Electronic Voting Machines Work for Indian Voters?

    Professor Sisir Debnath and co-authors find that electronic voting machines protect democracies from electoral fraud. An unexpected benefit is that the provision of a key public good, electricity, improves measurably.

  • Volume 3 Issue 5
    Jun 2018

  • Word of Mouth Matters for Healthcare

    What drives uptake of tertiary healthcare services? Word of mouth effects may have an important role to play, say Professor Chirantan Chatterjee and his co-authors.

  • Volume 3 Issue 4
    May 2018

  • Are CEO Appointments in India Caste/Religion Biased?

    Do top Indian companies hire professional Chief Executive Officers on the basis of caste or religion? And does it matter for financial performance? Professors Naga Lakshmi Damaraju and her co-author Anil K Makhija offer some surprising insights on these important questions.

  • Why Stock Prices Tumble after Bank CEO Turnover

    Why are changes in top leadership, specifically in banks, marked by shifts in strategy and declines in stock prices? Research into bank CEO turnover provides insights on how career concerns and management incentives lead to distortionary practices. Professor Krishnamurthy Subramanian and Prasanna Tantri explain.

  • Volume 3 Issue 3
    Apr 2018

  • Don’t Just Look at Return, Consider Risk too

    A simple explainer for all your investment dilemmas! Just as the riskiest shot in cricket gets a six, returns must always match risk, says Professor Ramabhadran Thirumalai in Business Standard.

  • The Hidden Factors Underlying India’s Skewed Child Sex Ratio

    Why does India have only 918 girls to every 1000 boys in the 0-6 age group? Surprisingly, the answer lies not only in discrimination against girls, but also in land inheritance traditions, says Professor Tarun Jain. As a result of parental competition for boys, girls grow up in larger families, get a smaller share of family resources, and face greater health and mortality risks.

  • Volume 3 Issue 2
    Mar 2018

  • Can Trade Save Forests?

    Export-oriented manufacturing and service activity as well as foreign direct investment: these are the surprising ingredients of an economic trajectory that promotes forest growth in developing economies, find Professor Ashwini Chhatre and his colleagues. They also caution, however, that forest quality measures such as biodiversity are equally important in framing forest management policy.

  • Can Mutual Fund Competition Drive Returns?

    Though mutual funds are increasingly popular as investment vehicles, the factors that drive their returns are not fully understood. How can investors better understand how well a fund has done relative to its competition? Research from Professors Nitin Kumar, Gerard Hoberg and Nagpurnanand Prabhala answers these questions about fund returns.

  • Volume 3 Issue 1
    Jan 2018

  • More Bang for Your Digital Spend: Technology and R&D

    Digitisation of R&D can generate significant returns for firms through greater innovative efficiency and improved recombinant capabilities, argue Professors Deepa Mani, Rajib Saha and their colleague Aditya K.S., based on an empirical study of technology spill-overs from the IT industry across an array of other industries.

  • Follow The TV Analyst’s Stock Recommendations?

    Should the novice stock investor follow the advice of television shows that purport to offer expert recommendations on stocks to buy or sell? In tracking stock price movements in the aftermath of TV stock suggestions, Professors Prachi Deuskar, Ravi Anshuman, Krishnamurthy Subramanian and Ram Thirumalai bring new light to bear on the role of informed agents in the stock market.

  • Volume 2 Issue 7
    Dec 2017

  • How Marketing Capabilities Shape Financial Performance

    In this last issue of 2017, ISBInsight Management Briefs is pleased to showcase an important contribution to the field of marketing strategy by Dean Professor Rajendra Srivastava and Visiting Scholar Professor Sridhar Ramaswami.

  • The Side Effects of Drug Price Controls

    The 2013 Drug Price Control Order capped prices of over 300 drugs in the Indian market. Using an experimental design to assess the consequences of this price control on the anti-diabetic drug Metformin, Professor Chirantan Chatterjee and his co-authors show the unintended consequences of such price regulation.

  • Volume 2 Issue 6
    Nov 2017

  • Global Airline Alliances: Convenience or Complaints?

    Airline alliances are formed to help travellers fly seamlessly with different airlines during a single journey without having to make different bookings for each stop. Though airline alliances aim to offer convenience, they often breed consumer dissatisfaction with the services provided by partner airlines.

  • Public Bargaining?

    How do parties bargain when their negotiations take place in the glare of public spotlight? Professor Deepal Basak and his colleague bring new insights from game theory to show what happens when negotiators gamble with public opinion, but in the public domain, not in private backrooms.

  • Volume 2 Issue 5
    Oct 2017

  • Build Human Capital or Buy it?

    Hiring the right people is critical for companies to enhance returns from human resources. Companies commonly use two broad strategies to hire - either ‘build’, i.e., recruit novices, or ‘buy’, i.e., hire experienced workers from competitors. Professor Amit Chauradia suggests conditions to maximise economic benefits from either of the two strategies.

  • From Grain to Gain: Lessons for Indian Farm Policy

    By demonstrating savings behaviour to help farmers take advantage of inter-temporal price fluctuations between harvest and lean seasons, Professor Shilpa Aggarwal and colleagues created a model for Kenyan farmers to maximize maize sales and revenues.

  • Volume 2 Issue 4
    Sep 2017

  • Tapping the Sceptical Donor: A Novel Funding Approach for Non-profits

    How can non-profit organisations (NPOs) minimise the service delivery delays associated with traditional forms of fund-raising where all the funds required for the project must be raised upfront? Professor Sripad Devalkar, Professor Milind Sohoni and Priyank Arora offer guidance on a novel funding approach.

  • Trust Matters the Most in Negotiations

    Trust promotes greater information sharing without the fear of exploitation, which in turn, leads to value creation and better outcomes for all negotiating parties, show Professor Amit Nandkeolyar and his colleagues using the case of Tata Motors.

  • Volume 2 Issue 3
    Aug 2017

  • Pricing Strategy for Service Start-ups: How to Employ Access and Usage Fee?

    How should firms decide on the extent to which they should monetise via access and usage fees? A study by Manish Gangwar, Assistant Professor of Marketing at ISB and his colleague, provides insights on how firms can make an informed choice across various practical pricing schemes.

  • Co-opetition: Impact of Technology Asymmetry on Platform Competition and Collaboration

    Technology-enabled platforms match and facilitate interactions between multiple sets of users. Rajib L Saha, Assistant Professor of Information Systems at ISB, and his colleague, present an analysis on how asymmetries in platform technology affect incentives for collaboration.

  • Volume 2 Issue 2
    Mar 2017

  • Managing Divided Attitudinal Loyalty of Business Customers

    What can companies do to handle customers’ divided loyalties towards various brands? A study by S. Arunachalam, Assistant Professor of Marketing at ISB, and his colleague, provides recommendations on how firms can effectively manage divided-loyal customers through effective dealer relationships and strategies.

  • Is the World’s Largest Public Workfare Programme Crowding Out Private Employment?

    A new study of the Indian government's employment guarantee scheme by Shashwat Alok, Assistant Professor of Finance at ISB, looks at its impacts on labour movement and supply, and firm productivity, investment and profitability, both in the short and long term.

  • Volume 2 Issue 1
    Jan 2017

  • Enabling Mobile Clinics to Address the Challenges of Chronic Diseases in India

    Sarang Deo, Associate Professor of Operations Management at ISB, and colleagues design a ‘mobile care delivery model’ that enables chronic care mobile clinics to determine optimum capacity allocation and provision of optimal health services to patients based on their medical condition.

  • Family Businesses Need to Professionalize Governance Mechanisms

    Family businesses have improved their systems and processes in the quest to manage complexities that come with growth. Professor Ramachandran et al., emphasize that family businesses now need to work towards professionalization of governance mechanisms to graduate to the next orbit of growth.

  • Volume 1 Issue 3
    Nov 2016

  • Understanding Family Structure and Women’s Empowerment

    In a study aimed toward a greater understanding of women's empowerment, Sisir Debnath, Assistant Professor of Economics and Public Policy at ISB, sheds light on how family structure, a relatively less studied factor of women empowerment, impacts female autonomy in developing countries.

  • How Self-views Predict Helping Behaviour among Co-workers within Work Groups

    How can an individual contribute to his maximum level unless he feels embedded in the work group? Dishan Kamdar, Professor in the Organisational Behaviour area at ISB, and his co-authors throw light on the role of quality of relationships in developing social identity in the work group.

  • Volume 1 Issue 2
    Sep 2016

  • Taking Stock of India’s Food Subsidy Bill

    How increasing minimum support prices are leading to burgeoning buffer stocks for cereals, persistent food inflation and increasing food subsidy. Professor Sridhar Seshadri and Professor Krishnamurthy V. Subramanian from ISB develop a model to analyse the welfare loss.

  • Whose Bread I Eat, His Song I Sing? Not If I Am an Auditor

    Should the gatekeepers of a firm be hired and paid by the very firm they are to watch over? A new study by Sanjay Kallapur, Professor at ISB, evaluates the common belief that there is a fundamental conflict of interest in the hiring and firing of auditors by clients.

  • Organisational Knowledge Networks and Local Search

    Firms operating in knowledge-based industries conduct extensive R&D activities, in the process creating a huge knowledge base. Snehal Awate, Assistant Professor at ISB, and her co-author, propose a framework to answer who should access this knowledge base and how to optimally utilise it.

  • Volume 1 Issue 1
    May 2016

  • Position in Sequence Matters: How Previous Hedonic Experiences May Bias Current Evaluations

    Tanuka Ghoshal, Assistant Professor at ISB, and her co-authors use experimental as well as real-world data to posit that there is a benefit to setting a very high-quality first experience.

  • Effect of Derivative Gains/ Losses on CEO Compensation

    Hariom Manchiraju, Assistant Professor at ISB, and his co-authors find that while gains are rewarded, losses are ignored when determining CEO compensation.

  • ISB resident and visiting faculty present managerial takeaways from their research projects in crisp video nuggets.

    Volume 4 Issue 3
    Apr 2019

  • Polygamy and Groceries: Understanding Consumer Behaviour

    Only 1% households are loyal to one single grocery store and buy only 40% of groceries from their favourite store. What can store managers learn from polygamous consumer loyalty?

  • How Bribery Shapes the Labour Market

    What happens when employers face the choice between hiring high skill labour or taking a bribe to employ low skill labour?

  • Volume 4 Issue 2
    Mar 2019

  • How Emerging Markets Create Knowledge

  • Can Investor Behaviour Signal Future Economic Conditions?

    Interpreting signals from sophisticated margin investors can help predict future returns on stock market indices and macroeconomic variables such as corporate earnings and risk.

  • Volume 4 Issue 1
    Jan 2019

  • Try Co-Creating Your Product with the Consumer

    Firms that allow consumers to co-create products might also need to motivate them.

  • What Newspaper Vendors Can Teach Airlines

    How can newspaper vendors teach airlines about managing uncertainty and optimising schedules?

  • Volume 3 Issue 9
    Dec 2018

  • Is India’s CSR Law Having the Desired Impact?

    An expert panel weighs in on how Indian firms are coping with the mandatory CSR component of the 2013 Companies’ Act.

  • Volume 3 Issue 8
    Oct 2018

  • Doing Business in Southeast Asia: the Macro Perspective

    How do financial systems and demographic compositions vary across Vietnam, Myanmar, Singapore and Philippines? Professor Philip Zerrillo offers some insights into the ASEAN macroenvironment.

  • How Consumers Evaluate International Joint Ventures

    Firms creating or dissolving international joint ventures tend to focus on local and global market expertise. But they should also consider consumer perceptions regarding product fit, quality and status, says Professor Kiran Pedada.

  • Volume 3 Issue 7
    Sep 2018

  • How to Invest with Social Impact

    How can investments yield optimal financial as well as social outcomes? Professor Bhagwan Chowdhry and co-authors propose two types of securities which can help firms do well while they are doing good.

  • When Family Businesses Go International

    When are family businesses likely to go international? Ownership structures as well as non-family investor or top management influence in family business operations play a major role, says Professor Kavil Ramachandran.

  • Volume 3 Issue 6
    Jul 2018

  • Beyond the Hype of Indian Digital Start-ups

    Is the hype around Indian digital start-ups real? Professor Tejpavan Gandhok offers some pointers.

  • From Data to Wisdom with Qualitative Research

    Professor Russell Belk explains how qualitative research can help us extract more value from big data, algorithms, and analytics.

  • Volume 3 Issue 5
    Jun 2018

  • How Emotions Drive Sales

    What impact do emotions have on consumer choice and buying behaviour? Professor John Roberts and his co-authors advise companies on the right emotions in market campaigns.

  • Do Derivatives Matter?

    Do derivatives add any value in markets with frictions in trading? Professor Ramabhadran Thirumalai and his co-authors have the answers.

  • Volume 3 Issue 4
    May 2018

  • Bad News for Your Competitor, Good News for You? Guess Again

    How exactly do stocks react to bad news for a competitor? Professor Ramana Sonti and his co-author investigated the effects of a court or legislative judgment for a given company on its competitors’ stocks. Their findings were unexpected.

  • The Dilemmas in Using Behavioural Big Data

    Behavioural big data (BBD) refers to very large and rich multidimensional data sets on human and social behaviours, actions, and interactions, which have become available to companies, governments, and researchers. However, behavioural researchers using big data face not only methodological and technical challenges but also ethical and moral dilemmas, says Professor Galit Shmueli.

  • Volume 3 Issue 3
    Apr 2018

  • What Really Decides the Pay of Division Managers

    Do you manage one division of a large multi-division organisation? The surprising factors that determine your pay lie not only within your own division, but also in the performance of other divisions. Professor Shashwat Alok explains the results of a research study that carefully compiled data on division manager (DM) pay contracts.

  • Do Poor Quality Financial Disclosures Raise Cost Of Capital?

    How does the quality of financial disclosures affect the cost of capital for corporate investments? The commonly held belief has been that poor quality disclosures raise capital cost. Professor Sunil Dutta’s research suggests a more nuanced relationship. Poor disclosure quality makes capital more expensive for low growth firms, but may make it cheaper for high growth firms.

  • Volume 3 Issue 2
    Mar 2018

  • How Language Of Instruction Influences Education Outcomes

    In a multi-lingual country with large deficits in education, how does the language of instruction influence learning? Drawing on lessons from the British era, Professor Tarun Jain finds that the language-based reorganization of states helped improved literacy outcomes. In recent decades, mother tongue instruction boosted literacy rates by as much as 18%.

  • How To Prevent Your Inventor From Exiting The Firm

    Will the inventor leave the firm? Professor Daniel Tzabbar argues that an inventor’s position within a firm’s social and knowledge networks affects the likelihood of an exit. Inventors who are integrated into the company’s social network may move to a new employer but are less likely to join or form a spinout. And those patent holders on whom others depend the most are less likely to leave.

  • Volume 3 Issue 1
    Jan 2018

  • Access versus Innovation in Global Healthcare Markets

    Access to affordable medicines and healthcare today comes with a dynamic trade-off of potential disincentives for innovation tomorrow. Using theory and techniques from applied microeconomics, Professor Chirantan Chatterjee examines these trade-offs and their welfare implications in research set in United States and Indian healthcare and pharmaceutical markets.

  • Offline choice, online sale: Consumer pseudo-showrooming

    Brick and mortar stores face the issue of consumer ͞showrooming͟i.e., consumers inspect a product at a physical store, but buy it from a different seller online. Combining online and offline sales channels can encourage consumer pseudo-showrooming

  • Volume 2 Issue 7
    Dec 2017

  • Refurbishing of Defective Product Returns

    In order to gain a competitive edge, companies sometimes introduce new products hastily, resulting in increased incidence of defective products and consumer returns. Professor Narendra Singh’s research shows that more defective product returns are not necessarily a bad thing for a company if the company refurbishes these returns.

  • Beyond Product and Business: Thinking Industry Lifecycles

    When should businesses invest more? Professor Rajiv Banker argues that industries like oil and gas, petrochemicals, shipping, airlines and hotels, companies need to think beyond the notions of business cycles or product lifecycles to the concept of the ‘industry lifecycle’ in order to optimize their growth trajectories.

  • Volume 2 Issue 6
    Nov 2017

  • Does deregulation lead to banking sector instability?

    After the financial crisis of 2008, governments worldwide are re-assessing their approach to bank regulation. Professors Subramanian and Vaidya Nathan examine how dismantling of regulations affects banking sector stability.

  • Split-award auctions

    Splitting up a contract award across multiple vendors (sources) offers the benefits of diversification. Professor Aadhaar Chaturvedi explains his recent theoretical and experimental work, which shows that under the right conditions, such multi-sourcing through an auction may also help reduce expected costs.

  • Volume 2 Issue 5
    Oct 2017

  • Models for Equitable Healthcare for All

    The cross-subsidisation models of Aravind Eye Care Systems and LV Prasad Eye Institute have become global benchmarks for eye-care innovation. Professor D.V.R. Seshadri analyses why such innovative business models have only evolved in ophthalmology, and have not moved to other healthcare specialties in India.

  • Cross-border and Domestic Acquisitions by Indian Firms

    Acquisitions by Indian firms, both domestic and foreign, have increased dramatically over the period from 2002 to 2010. What kinds of firms are more likely to make acquisitions? What factors encourage firms to make acquisitions across borders? Professor N.K. Chidambaram speaks about his research.

  • Volume 2 Issue 4
    Sep 2017

  • Environmental and Societal Considerations in Decision Making

    How can operations management concepts be applied to understand outcomes in healthcare settings such as the recovery of organs for transplantation or in environmental settings such as public dissemination of information on the relative hazards of chemicals?

  • The Stress in Indian Public Sector Banks

    The health of Indian public sector banks has come under intense spotlight in recent times. Professor Subramanian highlights findings from a critical analysis of the performance of public sector banks. His research raises several concerns about the health of Indian public sector banks and thereby the efficacy of the Indian banking system going forward.

  • Volume 2 Issue 3
    Aug 2017

  • Impact of CSR on Shareholder Value

    How does corporate social responsibility (CSR) impact shareholder value? Drawing on the results of one of his studies, Professor Hariom Manchiraju explains that shareholders of companies that are required by regulation to spend on CSR tend to experience negative stock-market reaction.

  • Risk and Returns in Last Mile Marketing Strategies

    What strategies can companies use to reach customers in the last mile? Professor Sundar Bharadwaj highlights one of his studies that examines the impact of marketing skill development on outcomes. Professor Bharadwaj examines how companies can leverage local relationships and village-level entrepreneurs to alleviate risks and access rural markets.

  • Volume 2 Issue 2
    Mar 2017

  • Tree-Based Approach for Addressing Self-selection in Impact Studies with Big Data

    Professor Galit discusses a machine learning algorithm called ‘tree-based approach’ that can be deployed on large and small data sets to overcome problems of self-selection. The tree-based approach can be effectively used to adjust for observable self-selection bias in intervention studies in management research.

  • Transparency and Delay in Bargaining

    Most times, negotiating parties do not have complete information; this in turn, induces inefficiencies. Does this mean that more information possessed by negotiating parities leads to efficient outcomes in negotiations? In this video, Professor Deepal Basak explains that little information when compared to no information actually leads to greater inefficiencies in negotiations.

  • Volume 2 Issue 1
    Jan 2017

  • Innovation Pacing

    When will unpredictability in innovation pacing lead to competitive advantage? Drawing from his research, Professor Anindya Ghosh explains that unpredictability helps firms in crowded competitive landscapes. Specifically, unpredictability and fast pacing confer competitive advantage by impeding imitation.

  • Data Analytics and Decision Analytics Models Across Different Domains

    How can decision analytics aid businesses in formulating effective marketing strategies? What happens when firms shift from physical channels to online or mobile channels? What is the future of mobile-advertisements and web-advertisements? Professor Subodha Kumar highlights his research that is centered on finding answers to these questions.

  • Volume 1 Issue 3
    Nov 2016

  • Wise Managerial Judgement amongst Community Bankers

    How do managers create value for various stakeholders? By building three primary values, says Professor Harris Sondak. Based on his research findings, Professor Sondak discusses three dimensions by which managers create value for stakeholders: material values, ethical values and aesthetic values.

  • How to Cope with Abusive Bosses

    Having abusive bosses could lead to negative outcomes such as lower job performance, reduced job satisfaction, health issues and stress for employees. How can employees cope with abusive bosses? Professor Amit Nandkeolyar states that by being conscientious and using active coping strategies, employees can effectively brace themselves from abusive bosses.

  • Volume 1 Issue 2
    Sep 2016

  • Hiring Rookies vs. Seasoned Employees

    Companies can hire from two buckets: rookies or seasoned employees. How do companies decide whether to hire rookies or seasoned employees? In this video, Professor AJ Chauradia explains that this decision depends on the capabilities of the company in terms of the support system it can provide to the employees it hires.

  • Industry and the Well-being of the Poor

    Antibiotics are hailed as life-savers and miracle drugs. Then, why would pharmaceutical companies back out from the production of new antibiotics? Professor Mukesh Eswaran says they are doing so because they are spending their money on more profitable drugs such as lifestyle drugs. Using his research.

  • Volume 1 Issue 1
    May 2016

  • Nation Equity and Country of Origin Effects

    Could consumers stop buying products from countries even when the product quality is very good? Drawing from his research, Professor Durairaj Maheswaran explains that consumers have emotional associations with a country. Thus, negative and positive consumer emotions about countries could influence purchases regardless of product quality.

  • Organisation of Technology and the Impact of Technology Interventions on Business and Society

    How can firms make the transition from being low-cost service providers to becoming innovators and key drivers of value in firms’ value chains? What is the innovation dimension of Indian firms and entrepreneurship? How can technology transform the urban landscape of India? In this video.

  • Know each RCI’s unique blend of education, outreach and research elements that generate business and policy relevant insights.

    Volume 4 Issue 3
    Apr 2019

  • The ISB Centre for Business Markets (ISB-CBM)

    The ISB Centre for Business Markets engages with various facets of B2B marketing, sales and purchasing, which are becoming fast growing aspects of marketing across geographies.

  • “B2B Is Pervasive”: How India Can Catch Up

    Business to business marketing has become a key area of research and practice in the West. Growth markets need to catch up.

  • Volume 4 Issue 2
    Mar 2019

  • Munjal Institute for Global Manufacturing and Punj Lloyd Institute of Infrastructure Management

    Updating the manufacturing and infrastructure sectors for India’s Industry 4.0 future is a priority for The Munjal Institute for Global Manufacturing and The Punj Lloyd Institute of Infrastructure Management at ISB.

  • Smarter: India’s Fourth Industrial Revolution

    India’s contribution to the Fourth Industrial Revolution needs to encompass premium value creation, smarter infrastructure and increased female labour force participation.

  • Volume 4 Issue 1
    Jan 2019

  • Thomas Schmidheiny Centre for Family Enterprise

    The Thomas Schmidheiny Centre for Family Enterprise at ISB has pioneered research into Indian family business.

  • Indian Family Business: Creating Legacy

    Why are 1991 and 2013 two watershed years in Indian family business? How has family enterprise impacted management research and practice as well as policy making?

  • Volume 3 Issue 9
    Dec 2018

  • Women’s Excellence Initiative (WEI)

    The Women’s Excellence Initiative at ISB is spearheading discussions on the gender gap in India and creating solutions through research, education and outreach on three focus areas: women at the grassroots, women in corporate India and Millennial women.

  • After Leaning In: What’s Next for Women in Rural and Urban India?

    Is the glass ceiling outside or within us? Do bottom of the pyramid Indian women possess greater grit? And, how are Millennial women changing the mainstream narrative?

  • Volume 3 Issue 8
    Oct 2018

  • Bharti Institute of Public Policy (BIPP)

    Learn how the Bharti Institute of Public Policy is a boundary organisation between research and practice, aiming to create impactful policy in collaboration with the public and private sectors.

  • “Create Templates, Not Blueprints”: How to Do Policy with Impact

    Why are policy blueprints a bad idea for a country like India and how do we increase grassroots involvement in governance.

  • Volume 3 Issue 7
    Sep 2018

  • Centre for Innovation and Entrepreneurship (CIE)

    Nurturing entrepreneurship and innovation through research, business and government outreach, education and incubation forms the core of ISB’s Centre for Innovation and Entrepreneurship.

  • “We Want to Create More Flipkarts”: Generating Innovation Systematically

    Professor Anand Nandkumar explains India’s different innovation dimensions and the need to systematically manage them for sustainable breakthrough ideas.

  • Volume 3 Issue 6
    Jul 2018

  • The Srini Raju Centre for IT and the Networked Economy (SRITNE)

    Find out how the Srini Raju Centre for IT and the Networked Economy (SRITNE) at the Indian School of Business helps public and private sector organisations optimise their technology potential through its research, education, and outreach.

  • Managers Who Use AI Will Replace Those Who Don’t

    Professor Deepa Mani comments on India’s race for innovation with China and urges managers to make technology their friend.

  • Volume 3 Issue 5
    Jun 2018

  • Human Capital and Leadership Initiative (HC&LI)

    "There is an urgent need for industry-relevant research and education in Human Capital strategy areas," says Professor Chandrasekhar Sripada. What is his vision for the Human Capital and Leadership Initiative (HC&LI) at the Indian School of Business?

  • Are People Managers in India Ready for Change?

    Is India ready to embrace a composite workforce, with robots and humans, diverse demographic segments, and public-private sector talent sharing? Professor Chandrasekhar Sripada, Executive Director of ISB's Human Capital and Leadership Initiative (HC&LI), provides his expert views.

  • Volume 3 Issue 4
    May 2018

  • The Pros and Cons of Privatising Gulf Healthcare

    Governments cannot rely on private companies to provide for all their healthcare needs, says Hanu Tyagi of the Max Institute of Healthcare Management at ISB.

  • India Hub for Digital Transformation

    From the viewpoint of digital transformation, the Indian market is placed in a unique position and could play the important integrating role, said Dean Rajendra Srivastava in his opening remarks to the Thought Leaders Conference on Managing Business and Innovation in Emerging Markets, held at ISB in April 2018.

  • Leveraging Industry 4.0 for Digital Transformation of Value Chain

    The 4th Industrial Revolution (or Industry 4.0), the term synonymous with smart manufacturing methods and initiatives is expected to transform the entire value chain, says Professor Chandan Chowdhury, Associate Dean and Executive Director of the Munjal Institute for Global Manufacturing at the ISB.

  • Volume 3 Issue 3
    Apr 2018

  • Infrastructure Management: A Solid Base for a Successful Career

    Infrastructure management may be the career of the future, Professor Chandan Chowdhury, Associate Dean and Executive Director of the Punj Lloyd Institute of Infrastructure Management at the ISB, tells BWEducation.

  • Volume 3 Issue 2
    Mar 2018

  • Setting The Table By Reharmonizing Innovation, Industrial And Competition Policy In India

    Professor Rajendra Srivastava, Dean and Novartis Professor of Marketing Strategy and Innovation at the Indian School of Business and Chirantan Chatterjee, Assistant Professor of Economics and Public Policy and Research Fellow at the Bharti Institute of Public Policy at ISB examine Indian intellectual property laws

  • Ranking Indian Cities: The Smart Cities Index

    Analysts at the ISB Punj Lloyd Institute of Infrastructure Management, Ashish Mohan and Tryambakesh Kumar Shukla reveal the journey behind the development of the Smart Cities Index and highlight the glaring data gaps that hinder urban development in India.

  • The Rise And Rise Of Family Firms

    Professor Kavil Ramachandran, Executive Director, and Nupur Pavan Bang, Associate Director at the Thomas Schmidheiny Centre for Family Enterprise, ISB highlight the emergence of standalone family firms.

  • Volume 3 Issue 1
    Jan 2018

  • Developing the Next Generation Leadership for Family Business

    Navneet Bhatnagar, Analyst at the Thomas Schmidheiny Centre for Family Enterprise, ISB discusses the “essential building blocks of next generation leadership development” for family businesses.

  • How to Prevent Soft-targeting in Government Performance Management Systems

    Professor Prajapati Trivedi, Senior Fellow (Governance) and Adjunct Professor of Public Policy, ISB has some suggestions for government performance management system (GPMS) to overcome the near-universal preference for ‘soft’ targets, and align the pursuit of ‘self-interest’ with the ‘public interest.’

  • Volume 2 Issue 7
    Dec 2017

  • How to Design Effective Team Targets in Government

    Professor Prajapati Trivedi, Senior Fellow (Governance) and Adjunct Professor of Public Policy, ISB argues that government departments, agencies and units need to break out of their silo mentality and recognise that government is a team sport.

  • How a Doubles Game Works

    Infosys has opened a fresh chapter with the appointment of a new CEO. Hopefully the veterans on the board and the founders have learned some lessons from the recent episode

  • Volume 2 Issue 6
    Nov 2017

  • Focus on competence, not dynastic succession

    Nupur Pavan Bang, Associate Director at the Thomas Schmidheiny Centre for Family Enterprise at ISB, argues that “dynastic succession is not necessarily bad as long as it is accompanied with merit”.

  • How to Foster Innovation in Government Management Systems

    Professor Prajapati Trivedi, Senior Fellow (Governance) and Adjunct Professor of Public Policy, ISB highlights the various forms of innovation by and in the government.

  • Volume 2 Issue 5
    Oct 2017

  • Meaning of ‘Performance’ in Government Performance Management

    Professor Prajapati Trivedi, Senior Fellow (Governance) and Adjunct Professor of Public Policy, ISB asks how government performance can best be measured.

  • Pep Up Entrepreneurs

    Professor Kavil Ramachandran, Executive Director and Nupur Pavan Bang, Associate Director at the Thomas Schmidheiny Centre for Family Enterprise at ISB, argue that Indian B-Schools must infuse students with a ‘launch business’ spirit.

  • Volume 2 Issue 4
    Sep 2017

  • More Data Needed to Evaluate Demonetisation

    Prasanna Tantri, Senior Associate Director, Centre for Analytical Finance at ISB, argues that demonetisation was a unique event, and that drawing inferences based on theory, armchair analysis or even short-term data could lead to misleading conclusions.

  • Professional CEOs Successful in Legacy Companies when Promoters Move Beyond ‘I, Me, Myself’

    Nupur Pavan Bang, Associate Director and Professor Kavil Ramachandran, Executive Director at the Thomas Schmidheiny Centre for Family Enterprise at ISB, examine the dilemmas associated with the founders’ legacy and the constraints it may place on the performance of professional CEOs.

  • Volume 2 Issue 3
    Aug 2017

  • The Tyranny of a Level Playing Field

    Mandar Kagade, policy analyst with the Bharti Institute of Public Policy at ISB, expresses his views in the context of the recent proposal by transport regulators in Karnataka to prescribe both a floor and a cap price for cab aggregators operating in the state.

  • Are Jan Dhan Bank Accounts Actively Used?

    Prasanna Tantri, Senior Associate Director, and Yakshap Chopra, Researcher, with the Centre for Analytical Finance at ISB, along with N R Prabhala, Professor of Finance at the University of Maryland, analyse transaction level data of Jan Dhan bank accounts to find how actively they are used.

  • Volume 2 Issue 2
    Mar 2017

  • Sovereign Digicoin: A Road Map for RBI

    The emergence of cryptocurrencies like Bitcoin have led central banks around the world to develop a research agenda around digital currencies, both private and sovereign. Mandar Kagade, policy analyst with the Bharti Institute of Public Policy at ISB analyses a recent RBI report evaluating the possibility of RBI-issued digital currency, its likely design, the mechanics of issuing it and its possible impact.

  • Why Debt Waivers are Likely to Hurt Indian Farmers in the Long Run

    Prasanna Tantri, Senior Associate Director with the Centre for Analytical Finance at ISB talks about his recent research paper, where he and his co-author investigated the impact of the debt waiver programme of 2008 on future access to credit as well as repayment behaviour.

  • Entrepreneurs: Beware of the Marginal Thinking Trap

    Arun Pereira, Clinical Associate Professor of Management Education and Executive Director of the Centre for Learning and Management Practice, explains why an entrepreneur’s primary focus should be solving customer problems rather than making products.

  • Volume 2 Issue 1
    Jan 2017

  • Using Interoperability to Become Cashless

    The recent monetary experiment has provided an opportunity to focus on India’s non-cash payment infrastructure. Mandar Kagade, Policy Analyst with the Bharti Institute of Public Policy, co-authors an opinion piece that argues for interoperability of wallets as a means to facilitate competition and financial inclusion.

  • Is MGNREGA Destroying Factory Jobs?

    Shashwat Alok, Assistant Professor of Finance, Yakshup Chopra, Research Associate, and Prasanna Tantri, Senior Associate Director with the Centre for Analytical Finance, argue on the efficiency of MGNREGA programme ahead of the union budget, and point out that it is important to not just focus on allocation but also on programme design.

  • An Open Book-Transparency Matters in Family Business

    Nupur Pavan Bang, Associate Director, and Kavil Ramachandran, Professor and Executive Director of the Thomas Schmidheiny Centre for Family Enterprise, examine Indian firms ranked high on transparency and find certain unique traits in companies that last across generations.

  • Note To Entrepreneurs: Culture Eats Strategy for Breakfast

    Arun Pereira, Clinical Associate Professor of Management Education and Executive Director of the Centre for Learning and Management Practice, explains why the best of strategies are unlikely to succeed without the support of an appropriate organizational culture in start-ups.

  • Volume 1 Issue 3
    Nov 2016

  • Bet on the Jockey, Not the Horse

    Entrepreneurial ideas are abundant, but entrepreneurs who can execute ideas in the face of difficult odds are uncommon. Arun Pereira, Clinical Associate Professor and Executive Director of the CLMP, highlights the importance of focusing on the entrepreneur ("jockey") rather than the product idea ("horse").

  • Resolving Financial Bankruptcies: A Case of Government Overreach?

    Mandar Kagade, policy analyst with the Bharti Institute of Public Policy, co-authors an article that critiques two important features of the draft Financial Resolution and Deposit Insurance Bill from the Finance Ministry.

  • Institution Building & Self-centred Leaders

    Kavil Ramachandran, Professor and Executive Director of the Thomas Schmidheiny Centre for Family Enterprise, questions as to what extent leaders are committed to the mission they are expected to accomplish without being influenced by some personal agenda.

  • Volume 1 Issue 2
    Sep 2016

  • Accidentally Venetian

    OP Agarwal, Executive Director of the Punj Llyod Institute of Infrastructure Management at ISB, analyses the problem of Indian cities regularly getting submerged just after one downpour. Can it be blamed on corruption and callousness of officials or are there deeper, systemic problems that need to be addressed?

  • Labour Law Reforms Are A Necessity

    It is ironical that a country with so many unemployed youths mostly exports capital-intensive goods. Prasanna Tantri, Senior Associate Director at the Centre for Analytical Finance, ISB, writes about how labour reforms are essential for achieving employment growth in India.

  • Volume 1 Issue 1
    Jul 2016

  • Breaking the Growth Gridlock in Family Business

    Professor Kavil Ramachandran, executive director of the Thomas Schmidheiny Centre for Family Business, ISB, explains why growth oriented family businesses hit a gridlock.

  • Flaws in the Bankruptcy Code

    Mandar Kagade, policy analyst at the Bharti Institute of Public Policy, ISB, highlights concerns as he takes a skeptical view of the Insolvency and Bankruptcy Code, 2016.

  • A snapshot of key events from ISB’s vibrant calendar, including international conferences, symposia and eminent scholar lectures.

    Volume 4 Issue 3
    Apr 2019

  • Rethinking Corporate Strategy in the Age of Paradox

    Why is India the ideal setting to understand paradox and strategy? The Strategic Management Society (SMS) India’s conference at ISB explored issues in corporate strategy from multiple academic and business vantage points.

  • Volume 4 Issue 2
    Mar 2019

  • The Indian Agriculture Crisis: Perspectives and Interventions

    Experts from the government, academia, media and industry came together at the National Symposium on Agriculture hosted by the ISB Bharti Institute of Public Policy. They offered takeaways on farmer distress, sustainable farming and the economic and technological future of agriculture.

  • Volume 4 Issue 1
    Feb 2019

  • Ceilings of Glass and Concrete: Making Women’s Work Count

    Authors Devaki Jain and Pratima Rao Gluckman spoke about women’s experiences with paid work across geographies, economic strata and cultures under the aegis of ISB’s Women’s Excellence Initiative.

  • Volume 3 Issue 9
    Dec 2018

  • The Future of Technology Services

    New technology trends can transform India into a digital economy that promotes innovation, according to the Digital Transformation Workshop 2018 held at ISB.

  • Disrupting Healthcare in India: Technology in Play

  • Volume 3 Issue 8
    Oct 2018

  • Equal Stewards: The Women in Family Business Programme

    The Thomas Schmidheiny Centre for Family Enterprise designed and delivered an exclusive programme for 50 participants at ISB, addressing women’s leadership roles in managing and developing family businesses.

  • Volume 3 Issue 7
    Aug 2018

  • Finance Research: Summer 2018 Edition

    The Summer Research Conference 2018 organised by the Centre for Analytical Finance saw participants from across the world discuss Advances in Corporate Finance.

  • Volume 3 Issue 6
    Jul 2018

  • Wild, Wild East: Business Strategies for Growth Economies

    “India will record 60-70% growth over the next 5 to 7 years,” according to Indian School of Business Dean Rajendra Srivastava. The first webinar of the India Inside Thought Leadership Series offered many crisp nuggets of wisdom on doing business in emerging markets.

  • Volume 3 Issue 5
    Jun 2018

  • From Emerging Markets to Growth Markets

    The Thought Leaders Conference on Managing Business and Innovation in Emerging Markets was held at the Indian School of Business (ISB), Hyderabad from April 26-28, 2018. The conference was wide-ranging in its approach, including over 100 papers across emerging market themes presented by researchers from across India and the world.

  • Research Insights for Marketers

    “All about marketing in emerging markets.” That was the unwritten tagline of the Thought Leaders Conference on Managing Business and Innovation in Emerging Markets at the Indian School of Business over 26- 28 April, 2018

  • Volume 3 Issue 4
    May 2018

  • Bollywood, Apps and Pharma: Innovation and Intellectual Property in India

    The Indian School of Business hosted a conference on Innovation, Intellectual Property and Competition on 30 March 2018 to discuss a roadmap for innovation-led growth in India.

  • Drones: Technology, Policy, Entrepreneurial Models and Healthcare Applications

    Drones: Technology, Policy, Entrepreneurial Models and Healthcare Applications An ISBInsight Webinar

  • Volume 3 Issue 3
    Apr 2018

  • Getting Leaders and the Workforce Future Ready

    Hiring, honing and harnessing human capital often calls for strategy adjustment in real time. In February 2018, the Indian School of Business hosted wide-ranging discussions on these themes at a Thought Leaders’ Summit on Shaping the Future of Human Capital Strategies.

  • Volume 3 Issue 2
    Mar 2018

  • Can Millets Solve India’s Nutrition Security Problems?

    The Indian School of Business and the National Institute of Nutrition hosted an expert panel discussion on 16 February, 2018 to debate the introduction of millets into India’s Public Distribution System. Millets-Jowar, Bajra, and Ragi-are gaining popularity in India’s affluent circles due to their perceived medical and nutritional benefits. These coarse grains were once part of the staple diet of agrarian populations, but have now almost disappeared from rural diets.

  • Volume 3 Issue 1
    Jan 2018

  • Access and Success: The Many Flavours Of Finance

    Sharada Sridhar surveys the papers presented and the key points discussed at the recently held Summer Research Conference in Finance at the ISB Hyderabad Campus.

  • Leave a Reply

    Your email address will not be published.