News & Highlights

  • June 2017

"Building India's First $100 Billion Company" with Professor Gupta

It’s a common challenge for almost every startup: how much and how fast to grow. But Vijay Shekhar Sharma, founder of Indian mobile payments and commerce platform Paytm, knows he wants to take his company to $100 billion and replicate its model in other emerging markets. In this Cold Call Podcast HBS Professor Sunil Gupta discusses how reaching Sharma’s lofty goal won’t be about technology and finding new solutions, but rather all about finding new use cases for Paytm’s existing solution.
  • May 2017

Nisa Godrej MBA 2006 to take over Mumbai-based Godrej Consumer Products

After a decade of work at her family's Mumbai-based congolmerate, Godrej Consumer Products, Nisa Godrej MBA 2006, has been appointed to Executive Chairman replacing her father Adi Godrej. This is just one of a number of recent appointments that are part of a larger cultural movement in India, with more women taking on visible executive level roles.

New Research on the Region

  • 2017
  • Working Paper

Organizational Structures and the Improvement of Working Conditions in Global Supply Chains: Legalization, Participation, and Economic Incentives

By: Yanhua Z Bird, Jodi L. Short and Michael W. Toffel

Exploitive working conditions have spurred the development of formal organizational structures that deploy mechanisms including legalization—adherence to a set of law-like rules and procedures—and worker participation to improve labor standards in global supply chains. Yet little is known about whether these structures are associated with improved working conditions, especially in organizations in which they compete with productivity-driving economic incentives. Drawing on the economic sociology of law and organizations as well as theories of organizational learning, we investigate whether and how these formal organizational structures, individually and in combination, are associated with improved working conditions. Using data on 3,276 suppliers in 55 countries, we find greater improvement at suppliers that adopt legalization structures (operationalized as management system standards) and worker participation structures (unions) and find that the combination of these structures amplifies improvement. We find less improvement at suppliers with organizational incentive structures meant to increase worker productivity (piece-rate pay), but also find that this negative relationship is attenuated by organizational legalization and worker participation structures. These findings challenge existing theories of decoupling by showing how these organizational structures can be credible signals for improvement and can also be coupled with organizational changes via processes of organizational learning, even in the face of intense efficiency demands. Furthermore, our findings suggest important strategic considerations for managers selecting supplier factories and provide key insights for the design of transnational sustainability governance regimes.

  • July 2017
  • Case

Sampark Foundation: Transforming Primary Education in India

By: V. Kasturi Rangan and Shweta Bagai

Founders Vineet and Anupama Nayar had rapidly scaled their foundation to reach 3 million primary school children (grades 1 to 3) in two states with Math and English programs. Their goal was to reach 10 million children by 2025 and completely spend down the $100 million foundation corpus. A new opportunity presented itself in a third state with a potential to add another 4 million children. In grappling with this new opportunity they had to make certain strategic decisions on whether to go deeper (expand to grades 4 and 5) or go broader to more grade 1 to 3 children. They were wrestling with the question of which option would lead to more impact and leave their social innovation in a sustainable position after their exit.

  • July 2017
  • Teaching Material

An Overview of the NGO and Philanthropy Sectors in India

By: V. Kasturi Rangan and Shashank Shah

The note provides an overview of the size and structure of India’s philanthropic sector. It describes the evolution of the sector and its size in numbers and money. It also provides brief descriptions of selected NGOs/Nonprofits in India in different categories to give the reader a flavor for the nature of the work they do.

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Mumbai Staff

Anjali Raina
Executive Director
Namrata Arora
Associate Director, Special Projects
Saloni Chaturvedi
Rachna Chawla
Assistant Director, Research Services
Tanvi Deshpande
Research Associate
Anthea D’Souza
Associate Director, Financial and Business Administration
Kalpesh Hedulkar
Administrative Assistant
Mahima Kachroo
Research Associate
Rashmi Patel
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Sanjivani Shedge
Executive Assistant
Inakshi Sobti
Associate Director, Community Initiatives
Rachna Tahilyani
Associate Director, Research

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