Variations in Ownership Behavior and Propensity to Diversify: A Study of the Indian Corporate Context

By K. Ramaswamy, Mingfang Li, Rajaram Veliyath. 2002

206 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/9437391f0ca3f9176a0488505f11baec9dcb1413

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Citations in the corpus

Ownership of Corporations (2016, background): “Relative to growth Boyd and Solarino / Ownership of Corporations 1297 strategies, SOEs are less likely to diversify their businesses (Ramaswamy et al., 2002), unless the state has a high ownership stake in the company, or the CEO is affiliated with the government itself (Li et al., 2012).”
Doing the right thing and knowing the right thing to do: why the whole is greater than the sum of the parts (2003, unknown): “…conglomerate-style unrelated diversification (Amihud & Lev, 1981, 1999; Denis, Denis, & Sarin, 1997, 1999; Lane, Cannella, & Lubatkin, 1998, 1999; Ramaswamy, Li, & Veliyath, 2002; Wright & Ferris, 1997), unprofitable growth (Brush, Bromiley, & Hendrickx, 2000), risk avo idance (Baysinger,…”
Outside Directors, Ownership Structure and Firm Profitability in Korea (2007, background): “Emerging economies are becoming more important in the world economy and although corporate governance practices in the region have been increasingly studied recently (Dharwadkar et al., 2000; Filatotchev, 2000; Ramaswamy et al., 2002), further study about the firms from this region is required.”
Outside directors and firm performance during institutional transitions (2004, background): “…economies such as the United States (Hill and Snell, 1988) and emerging economies such as China (Qi, Wu, and Zhang, 2000; Xu and Wang, 1999), Czech Republic (Claessens and Djankov, 1999), India (Ramaswamy, Li, and Veliyath, 2002), and Russia (Buck et al., 1999) largely confirms this proposition .”
Heterogeneity in Business Groups and the Corporate Diversification - Firm Performance Relationship (2012, unknown): “The officials may be guided by strong political and social welfare objectives rather than the performance motive (Douma et al., 2006; Ramaswamy et al., 2002).”
Ownership as a Form of Corporate Governance (2010, unknown): “Some scholars have uncovered significant relationships by grouping together owners that represent particular types of clients (e.g. Hoskisson et al., 2002; Ramaswamy et al., 2002).”
Diversified Business Groups and Corporate Refocusing in Emerging Economies (2005, background): “Dominant family ownership of a business group often implies control by an extended family even if they do not own a 50% majority (Chang, 2003; Chung, 2001; Ramaswamy et al., 2002).”
In the Horns of the Dilemma: Socioemotional Wealth, Financial Wealth, and Acquisitions in Family Firms (2018, background): “…on the influence of ownership types on strategic actions to encompass acquisition research (e.g., Amihud & Lev, 1981; Connelly et al., 2010; David et al., 2010; Desender 1390 Journal of Management / April 2018 et al., 2013; Lane et al., 1998; Ramaswamy et al., 2002; Thomsen & Pedersen, 2000).”
Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, unknown): “Ramaswamy et al. (2002) find the foreign joint venture ( JV) investors are more likely to monitor a situation in which they have significant investment.”