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 (CPCL) 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

Watch this space for 2010 offerings

Past programs include:

Agribusiness Seminar - an Asian Offering

May 10-13, 2009, Mumbai, India

Addressing the perspective of every player in the industry, the School's pioneering Agribusiness Seminar: An Asian Offering, tackles the formidable issues that executives face as they strive to position their businesses amid present-day realities.

South Asia Real Estate Seminar

June 17-20, 2008, Hyderabad, India

The South Asia Real Estate Seminar brought together an elite group of accomplished real estate executives to share best practices, explore fresh perspectives, and gain valuable insights into strategies for capitalizing upon opportunities in the global real estate market. This new HBS Executive Education program provided the knowledge, frameworks, and tools needed to maximize the value of development projects in South Asia and beyond.

Building a Global Enterprise in India

February 10-15, 2008, Hyderabad, India

Tailored to the specific needs of companies operating in this market, Building a Global Enterprise in India focused on how to build, manage, and sustain enterprise growth. Drawing on a wide range of research by renowned HBS faculty, the program offered invaluable lessons for expanding the scale of a business 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