http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/7870 2026-05-15T14:22:28Z 2026-05-15T14:22:28Z Mishra, Subhendu http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/8019 2019-03-16T06:31:15Z 2019-02-22T00:00:00Z

Transgenerational Entrepreneurship in Family Business: A Case of V-Guard Mishra, Subhendu Entrepreneurial leadership is considered to be a significant factor and lead to performance and success of family businesses across multiple generations. In other words, it can distinguish between the successful family businesses from the unsuccessful ones in a long run. Considering the importance of developing entrepreneurial leaders in a family business, the term ‘Transgenerational Entrepreneurship (TE) was coined. TE refers to how family businesses nurture entrepreneurial mind sets coupled with the family influenced capabilities to create value across generations (Habbershon, Nordqvist & Zellweger, 2010). Taking cue from the concept of TE, the author presents a case of V-guard a second generation family business from Kerala a South Indian State. The organisation is promoted and managed by the Chitillappilly family. The case is aimed to present the reader a perspective to reflect transgenerational entrepreneurship in a family business with the second generation took charge. The case provides several insights on the entrepreneurship events initiated by the second generation leader reflecting the growth journey V-guard achieved since its humble beginning in the year 1977. The case is developed mainly from secondary data collected through company annual reports, newspaper articles, interviews of the second generation leader published during 2015-16. Thirteenth Biennial Conference on Entrepreneurship/ Edited by Sasi Misra, Sunil Shukla, Ganapathi Batthini

2019-02-22T00:00:00Z Gokhale, Rajeshree Kale, Anagha http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/8018 2019-03-16T06:28:36Z 2019-02-22T00:00:00Z

Sustainability Model of Transgenerational Entrepreneurship in India: A Case Study Gokhale, Rajeshree; Kale, Anagha In any economy, family owned businesses play an important role and the same applies to India as well. Around 80% of the businesses in India are family owned and thus the need to research more on transgenerational entrepreneurship. In business legacies, changes occur at all aspects of business from one generation to another and new value is added at every point without compromising on the family business ethos. The paper is a case study to understand the various aspects or dimensions of transgenerational entrepreneurship from strategy to innovation, from technology to AI, from marketing to expansion through deliberate changes in business approach of a leading food business house in India. Chitale Bandhu Mithaiwale, a leading business in the food arena with a global presence is now being efficiently managed by the third and fourth generations of the Chitale family by a perfect mix of conservativeness and dynamism. The case study presents the sustainability model of their business which is a result of adaptation and innovation without compromising the core value of Quality. The most important value by the young baton is the promotion of entrepreneurship and innovative use of automation and the perfect mélange of agricultural heritage and modern professionalism. Thirteenth Biennial Conference on Entrepreneurship/ Edited by Sasi Misra, Sunil Shukla, Ganapathi Batthini

2019-02-22T00:00:00Z Pandit, Nirali Acharya, Satya Ranjan http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/8017 2019-03-16T06:25:06Z 2019-02-22T00:00:00Z

Professional Leadership in Indian Family Business and Business Growth Pandit, Nirali; Acharya, Satya Ranjan 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. Thirteenth Biennial Conference on Entrepreneurship/ Edited by Sasi Misra, Sunil Shukla, Ganapathi Batthini

2019-02-22T00:00:00Z Prabhu, Ganesh N http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/8016 2019-03-16T06:21:23Z 2019-02-22T00:00:00Z

Opting Out of Entrepreneurship by the Second Generation in Entrepreneur Families Prabhu, Ganesh N Research is rare on opting out of entrepreneurship by the second generation in business families. We theorize on why those who have the specific resources and adequate competencies for promising entrepreneurial careers, choose to opt out. We identify two sources of entrepreneur resource endowments for second generation entrepreneur potentials – (a) being born in a business community endows them network resources and (b) being born in a business family endows them business and family resources. We consider two sources of entrepreneur competence among those endowed – (a) business competence built by assisting in their family business as teenagers and (b) business competence built through formal education in business beyond their teenage years. Literature suggests that these four factors should help initiate entrepreneurial careers, but their relative and cumulative effect is not known. However, we find many in the second generation in business families not interested in an entrepreneurial career, even if it means taking charge and growing an ongoing family business. We theorize on why each of these factors individually and in specific combinations may result in the second generation opting out of promising entrepreneurial careers. We suggest remedial measures that may reduce opting out by high potential second generation entrepreneurs. Thirteenth Biennial Conference on Entrepreneurship/ Edited by Sasi Misra, Sunil Shukla, Ganapathi Batthini

2019-02-22T00:00:00Z