Rajiv Gandhi took office as India's youngest Prime Minister on October 31, 1984. Rajiv inherited from Indira Gandhi, his mother, a nation that was becoming increasingly divided, a sluggish economy seemingly incapable of sustained, rapid growth, and a society dominated by scarcity, corruption, and black money. Upon securing an overwhelming electoral mandate, Rajiv placed the issues of unity and integrity of the nation, the economy, and corruption at the top of his policy agenda and moved quickly and decisively to deal with them. In his first year in office, he succeeded in reaching accords on the long-smoldering conflicts in Punjab and Assam, accelerated the process of liberalization of the economy that had been moving along slowly for the previous decade, and launched an indirect attack on corruption by passing an antidefection law and restoring the legality of company donations to political parties. These initial successes, however, proved to be short-lived. By the early months of his second year in office, the honeymoon was over. The Punjab accord began to unravel, communal violence began to flare up, and the economic mood became less buoyant. The image of Rajiv as young, dynamic, and decisive began to erode as critics increasingly accused him of vacillation, indecisiveness, and political immaturity. The apparent order, stability, and euphoria that had characterized Rajiv's first year in office were clearly deceptive and expectations totally unrealistic. This was not the first time in recent Indian political history that a party had come to power on a tidal wave of popular support only to experience substantial difficulty in translating its goals and objectives into effective policy and meeting rising popular expectations. Both Indira Gandhi and her Congress (I) in 1971-72 and the Janata Party in 1977 learned that winning elections does not guarantee the ability to govern. Both par-

Regulation and Liberalization Theology in India

Purpose




The purpose of this paper is to ascertain the impact of family ownership on the entrepreneurial orientation (EO) of firms in an emerging market and the contingencies under which it is likely to be affected.




Design/methodology/approach




The paper adopted a panel data multiple regression using ordinary least square methodology on a sample of 51,972 observations belonging to 12,250 firms from India.




Findings




The study finds that family businesses have higher EO than non-family firms. However, it is likely to be affected during institutional transition due to environmental uncertainty. Furthermore, during institutional transition, there will be differences in the EO of family business groups and stand-alone family firms due to the former’s ubiquitous network-level resource advantages.




Research limitations/implications




This paper contributes to the literature on family business by reconciling the positive and negative views on the effect of family ownership on EO by arguing that the risk-taking behavior of family firms is contingent on the environmental conditions and the resource position of the firm.




Practical implications




This study will enable managers and other stakeholders to predict the entrepreneurial attitude of family-owned firms during environmentally stable as well as turbulent times.




Social implications




This study highlights the implication of institutional transition through reforms on a vital part of the economy. Policy makers have to be sensitive to repercussions on family business due to environmental turbulence.




Originality/value




This is one of the first papers that investigate the influence of institutional transition and the resource position of Indian family firms on their EO.

The effect of institutional transition on entrepreneurial orientation of family businesses: Evidence from India

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Between Fixing and Forecasting: Provincial Ahmedabad Brokered into a Bridgehead for Globalization from Below

Comparing enterprises in terms of scale helps to reveal the social, economic, and political conditions that brought about their emergence and indicates factors that might impede or enhance entrepreneurial expansion. A focus on scale adds dynamism to the study of entrepreneurship because this conceptual approach requires an integrated analysis of enterprises and entrepreneurial careers to show the interrelation of their innovative strategies and differential developments. This argument is illustrated by a description ofthe successes and failures of small-scale entrepreneurs in two fishing villages in Northeast Brazil. The data demonstrate that the strategies entrepreneurs develop in the initial stage oftheir careers to solve predominantly interactional problems tend to fail beyond the boundaries of the local social environment. In urban centers, expanding enterprises encounter institutional impediments on scale enlargement that have to be overcome with innovative actions.

Entrepreneurs and scale: interactional and institutional constraints on the growth of small-scale enterprises in brazil'

In this paper the need for, and problems associated with, urban planning in the Third World is examined through the consideration of the implementation of a major large-scale planning exercise: the Delhi Master Plan. The main features of the planning exercise are outlined with emphasis placed on the comprehensive nature of the proposals in the plan. The implementation of these strategies is then considered and the failure to realise declared aims of the Master Plan is emphasised. This is attributed in part to the planning agencies failure to implement strategies efficiently and effectively, in part to the erroneous assumptions upon which these strategies are based, and in part to the comprehensive, blue-print approach adopted. In the final section the need for an alternative approach to urban planning is argued, with emphasis placed on the identification of realisable goals, the assessment of priorities, and the need for the involvement of the communities one is attempting to benefit.

Urban Planning and the Community: An Example from the Third World

neurs are adaptive, however, their specific modes of adaptation may differ. Some modes may ensure a higher level of entrepreneurial performance than others. Further, the modes of adaptation in turn are dependent on the environmental pressures operating on the entrepreneurs and their specific social background. Hence in order to explore the factors that contribute to differential levels of entrepreneurial performance it is necessary to study the specific activities of the entrepreneurs and relate them to their environment and their social background in a comparative frame. This paper makes such an attempt. The general orientation to the study of entrepreneurs in this paper would closely follow Kilby’s approach which steers clear of a priori discussions of what constitutes entrepreneurship and concentrates on ’the specific kinds of activities that the entrepreneur himself may have to perform for the successful operation of his enterprise....’ (1971: 27). Such an approach would lead us to study both the work world and the non-work world of the entrepreneurs and would enable us to examine the extent of overlap and the interconnections between -them. It would also lead us to examine

Networks and styles: industrial entrepreneurs in Faridabad

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Networks and styles: industrial entrepreneurs in Faridabad