Catalyst Role of Professional Leadership in Indian Family Businesses (Record no. 79198)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 02417nam a22002177a 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 200907b ||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Acharya, Satya |
| 245 ## - TITLE STATEMENT | |
| Title | Catalyst Role of Professional Leadership in Indian Family Businesses |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc | Tamilnadu, India |
| Name of publisher, distributor, etc | IAEME Publication |
| Date of publication, distribution, etc | 2020 |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 609-617p. |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc | In India the majority of businesses are in the dominant control of the families. It is estimated that 90% of the business in India is controlled by families (Gupta 2018). Most of the big corporate business houses like Tatas, Ambanis, Birlas, Godrej, Wadias, Munjals, Mahindra, Thapars, Mittals, Shaparji Paollonji, Jindals, Adanis, Anil Aggarwal – Vedanta, Bajaj, Ruias, Ranbaxy, Times of India and many more are all controlled by families. The role of family and the family patriarch is quite important in India. As business transits from being entrepreneurial to being professional, professionalization of top management leadership family business assumes great significance. However, the success of professionalization depends on, to what extent the business culture (values, norms, goals, relations) remain intact with introduction of professionally managed systems (human resource systems), thus affecting the financial condition (profitability, market share, product lines) of the business to remain on the growth trajectory. The main problem with the dominant view on professional management is the way it downplays social and cultural contextual particularities especially in those family businesses where family relations, norms, and values are crucial to the workings and development of the business. Therefore, it becomes important to assess whether introducing non-family professional expertise in top management leadership while retaining minimum share of ownership with family members helps the family business or not. With this objective, the current paper strives to investigate whether the decision of family members to share the control and systems to non-family appointed top management helps the family business in the long run. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | business culture |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | business growth |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | business systems |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | family business |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | professional leadership |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Indian Family Businesses |
| 700 ## - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Pandit, Nirali |
| 856 ## - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | http://library.ediindia.ac.in:8181/xmlui/handle/123456789/10839 |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Item type | Articles |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Permanent location | Current location | Date acquired | Total Checkouts | Barcode | Date last seen | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Ahmedabad (HO) | Ahmedabad (HO) | 07/09/2020 | AR330 | 07/09/2020 | Articles |