Enhancing Social Capital in South Asia

Since its formation, the India Research Center (IRC) has worked to enhance intellectual capital creation by working with academics and business leaders in South Asia.

The Global Colloquium on Participant-Centered Learning (GCPCL) is an HBS course for faculty at business schools in emerging economies who are trained in interactive methods of teaching and learning.

Executive Education
in India

2010 Programs include:

Building a Global Enterprise in India

April 26-30 2010, Mumbai

This program is designed for senior leaders who seek strategies to expand within and beyond this compelling market. Offered jointly by Harvard Business School and the India Research Center in Mumbai, the program marries on-the-ground, research-based knowledge of India with the global perspective of one of the world's leading business schools-a combination unavailable in any other executive education program.

Develop India—Strategies for Growth

July 7-10 2010, Mumbai

Gain a deeper and broader understanding of the fundamental real estate, financing, and urban design issues that impact India's development. Offered jointly by Harvard Business School and the India Research Center in Mumbai, Develop India not only equips you with proven real estate strategies you will need to succeed in this evolving landscape, but provides the leadership training to help drive change within your organization.

Managing Professional Service Firms—India

July 21-24 2010, Mumbai

This program provides firms with proven approaches for managing client expectations, developing staff, and formulating business strategies. Offered jointly by Harvard Business School and the India Research Center in Mumbai, executives will leave the program well positioned to capitalize on growth opportunities in India and beyond.

All Global Executive Education Programs

Latin America

Archives

Management Accounting in India in Handbook of Management Accounting Research. Vol. 3, edited by Christopher Chapman, Anthony Hopwood and Michael Shields

Kallapur, Sanjay and Ranjani Krishnan
September 2008

This chapter surveys the history, evolution, and current status of accounting systems and practices in India. Tracing the roots of Indian accounting systems to the ancient civilization of the Indus Valley, we discuss the accounting contributions of historical writings such as the Smritis and the Arthashatra. We also discuss the accounting system used by the East India Company. Next we provide an overview of contemporary Indian accounting systems institutions as well as accounting education and curricula. We discuss the prevalence of modern management accounting practices in Indian companies. We conclude with a discussion of future research opportunities provided by India's current status as an emergent economic power.

Elsevier, 2008

Billions of Entrepreneurs: How China and India are Reshaping Their Futures and Yours

Khanna, Tarun
September 2007

China and India, occupied by a third of the world's population, are undergoing social and economic revolutions that are capturing the best minds and money of Western business. This book presents a new view of development, centered around entrepreneurial behavior by both public and private sectors. The author charts China's and India's trajectories of development-where they overlap and complement each other, and where they diverge and compete with one another. There are opportunities for Western companies to participate in this development. This book should serve as an excellent beginning of that participation. Through a series of intriguing comparisons, Khanna probes the salient, practical differences between China and India in such areas as information and transparency, the roles of capital and talent, public and private property rights, social constraints on market forces, attitudes toward expatriates abroad and foreigners at home, entrepreneurial and corporate opportunities, and the importance of urban and rural communities. The differences suggest how these two countries will develop further, how their paths will cross and diverge, what they can learn from and contribute to each other, and, ultimately, how they will reshape the world around them in terms of business, politics, and society at large.

HBS Press publication expected January 2008

Health Services for the Poor in Developing Countries: Private vs. Public vs. Private & Public

Book chapter in Business Solutions for the Global Poor: Creating Social and Economic Value, edited by V. Kasturi Rangan, John A. Quelch, Gustavo Herrero, and Brooke Barton

Khanna, Tarun, and David M. Bloom
February 2007

San Francisco: Jossey-Bass, 2007

Bank Financing in India

Cole, Shawn A., A. Banerjee, and E. Duflo
November 2005

Book chapter in India's and China's Recent Experience with Reform and Growth, edited by Wanda Tseng and David Cowen

Palgrave Macmillan, 2005

The Evolution of Concentrated Ownership in India: Broad Patterns and a History of the Indian Software Industry

Book chapter in A History of Corporate Governance around the World: Family Business Groups to Professional Managers, edited by Randall Morck
Khanna, Tarun and Krishna Palepu
March 2005

As in many countries (Canada, France, Germany, Japan, Italy, Sweden), concentrated ownership has been a ubiquitous feature of the Indian private sector over the past seven decades. Yet, unlike in most countries, the identity of the primary families responsible for the concentrated ownership changes dramatically over time. The resulting turnover is perhaps even more than turnover in leading U.S. firms over the same time period. It does not appear that concentrated ownership in India is entirely associated with the ills that the literature has recently ascribed to it in emerging markets. If the concentrated owners are not exclusively, or even primarily, engaged in rent-seeking and entry-deterring behavior, concentrated ownership may not be inimical to competition. Indeed, as a response to competition, we argue that at least some Indian families have consistently tried to leverage internal markets for capital and talent inherent in business group structures to launch new ventures in environments where external factor markets are deficient. In the process they have either failed -- hence the turnover in identity -- or reinvented themselves. Thus concentrated ownership is a result, rather than a cause, of inefficiencies in markets. Even in the low capital-intensity, relatively unregulated setting of the Indian software industry, we find that concentrated ownership persists in a privately successful and socially useful way. Since this setting is the least hospitable to the existence of concentrated ownership, we interpret our findings as a lower bound on the persistence of concentrated ownership in the economy at large.

University of Chicago Press, 2005