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

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

How can retail category managers and procurement strategists increase profitability?

Why are women disadvantaged when it comes to wage employment?

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

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 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.

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 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.

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.

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.

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.

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.

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

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?

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

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

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

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

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

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

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.

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 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.

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

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

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

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.

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.

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.

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.

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%.

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.

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.

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

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.

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.

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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

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

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?

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.

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?

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.

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

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

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

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.

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

"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?

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.

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.

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.

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.

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.

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

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.

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.

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.

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.’

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.

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

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”.

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

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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").

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.

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.

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?

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.

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

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.

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.

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.

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.

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

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.

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

“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.

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.

“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

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 An ISBInsight Webinar

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.

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.

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.