News & Highlights

  • MAY 2018

Creating Opportunity for Indian Entrepreneurs

Harsh Bhargava (MBA 1977) was visiting his hometown of Jaipur, India, in 1999 when tragedy struck. In the midst of an unemployment crisis during the Kargil War, the government advertised for 120 open positions in the nearby town of Jhunjhunu. More than 100,000 young men showed up looking for work. The government was not prepared to handle the number of job-seekers, resulting in matters becoming out of control and police killing three young men. The incident ate at Bhargava, and led to an idea: Why not create job creators instead of job seekers through an entrepreneurship training program at the grassroots level? Inspired, Bhargava founded I Create, an organization that teaches entrepreneurship skills to students at the secondary level and also works with disadvantaged women, youth, and discharged soldiers to provide comprehensive training and mentorship.
  • NOVEMBER 2017

HBS Alum to Expand Company's Automotive Operations to Detriot

Anand Mahindra (MBA 1981) has plans to expand the automotive operations of the Mumbai-based company, Mahindra Group, into Detriot in early 2018. The company will begin producing off-road recreational and work vehicles that will contribute to their current U.S. production of tractors.
  • SEPTEMBER 2017

An HBS alumnus and his City of Dreams - Colombo, Sri Lanka

With a clear vision and big dreams for change, HBS graduate Nayana Mawilanda (MBA 2005) shares his plans for turning Sri Lanka's capital city of Colombo into a megapolis that resembles other major international port cities. His master plans for transformation include housing, transportation, water, and environmental priorities, and he talks about how his unexpected career path led him to have the skills he needs to make these big changes.

New Research on the Region

  • Article
  • Australian Economic History Review

Business, Governments and Political Risk in South Asia and Latin America since 1970

By: G. Jones and Rachael Comunale

This article contributes to the literature on political risk in business and economic history by examining both new perspectives (risk encountered by companies domestically, rather than risk for foreign investors) and new settings (emerging markets economies in Latin America and South Asia). It makes use of the Creating Emerging Markets oral history database at the Harvard Business School to examine business leaders’ perceptions of political risk over time between the 1970s and the present day, employing NVivo coding of the dataset to move beyond simple descriptive use of the content. The article identifies five major sources of risk operating in both geographies. Macroeconomic and policy turbulence emerged as the biggest source of risk for Latin Americans, while excessive bureaucracy was the biggest source of risk for South Asians. Political instability, corruption, and violence were other sources of risk encountered by many firms. The article examines not only the types of risk found in different environments, but also how interviewees discussed and responded to risk. In the case of corruption, although most countries surveyed had similarly high levels of corruption, it manifested itself differently in different regions. Especially informative was the issue of bureaucratic risk. Although interviewees in both regions reported having to dedicate significant time to navigating government regulation, interviewees in South Asia frequently reported attempting to stay away from highly regulated industries, while many interviewees in Latin America discussed how they adapted to heavier government oversight by forming closer ties or working relationships with incumbent administrations. This article demonstrates how oral history testimony can deepen and nuance current understandings of the evolution of business in emerging markets over the last half century. It can shed light on sensitive topics that are hard to study using written sources alone and adds nuance to phenomena commonly surveyed or measured qualitatively.

  • 2018
  • Article
  • PLoS ONE

Knowledge about Tuberculosis and Infection Prevention Behavior: A Nine City Longitudinal Study from India

By: Sophie Huddart, Thomas Bossuroy, Vincent Pons, Siddhartha Baral, Madhukar Pai and Clara Delavallade

Background Improving patients’ tuberculosis (TB) knowledge is a salient component of TB control strategies. Patient knowledge of TB may encourage infection prevention behaviors and improve treatment adherence. The purpose of this study is to examine how TB knowledge and infection prevention behaviors change over the course of treatment. Methods A matched patient-health worker dataset (n = 6,031) of publicly treated TB patients with NGO-provided treatment support health workers was compiled in nine Indian cities from March 2013 to September 2014. At the beginning and end of TB treatment, patients were asked about their knowledge of TB symptoms, transmission, and treatment and infection prevention behaviors. Results Patients beginning TB treatment (n = 3,424) demonstrated moderate knowledge of TB; 52.5% (50.8%, 54.2%) knew that cough was a symptom of TB and 67.2% (65.6%, 68.7%) knew that TB was communicable. Overall patient knowledge was significantly associated with literacy, education, and income, and was higher at the end of treatment than at the beginning (3.7%, CI: 3.02%, 4.47%). Infection prevention behaviors like covering a cough (63.4%, CI: 61.2%, 65.0%) and sleeping separately (19.3%, CI: 18.0%, 20.7%) were less prevalent. The age difference between patient and health worker as well as a shared language significantly predicted patient knowledge and adherence to infection prevention behaviors. Conclusions Social proximity between health worker and patients predicted greater knowledge and adherence to infection prevention behaviors but the latter rate remains undesirably low.

  • Forthcoming
  • Article
  • Strategic Management Journal

When Does Advice Impact Startup Performance?

By: Aaron Chatterji, Solene Delecourt, Sharique Hasan and Rembrand Koning

Why do some entrepreneurs thrive while others fail? We explore whether the advice entrepreneurs receive about managing their employees influences their startup's performance. We conducted a randomized field experiment in India with 100 high-growth technology firms whose founders received in-person advice from other entrepreneurs who varied in their managerial style. We find that entrepreneurs who received advice from peers with a formal approach to managing people—instituting regular meetings, setting goals consistently, and providing frequent feedback to employees—grew 28% larger and were 10 percentage points less likely to fail than those who got advice from peers with an informal approach to managing people, two years after our intervention. Entrepreneurs with MBAs or accelerator experience did not respond to this intervention, suggesting that formal training can limit the spread of peer advice.

See more research

Mumbai Staff

Anjali Raina
Executive Director
Saloni Chaturvedi
Senior Researcher
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
Research Assistant and Educational Coordinator
Sanjivani Shedge
Executive Assistant
Inakshi Sobti
Associate Director, Community Initiatives
Rachna Tahilyani
Associate Director, Research