Department of Management Studies

Evaluation Scheme [BBA Six Semester]

COURSE MODULE

COURSE
Maximum
Credits
Code Title Component Marks
BBA-601 Business Policy & Strategy CC 4 100
BBA-602 Project Management CC 4 100
*D S Elective III DSE 4 100
*D S Elective IV DSE 4 100

BBA-606 Project Report/viva voce PJ 4 100

GP-601 General Proficiency GP 1 100

Total 21 600
 BBA SEMESTER VI

Business Policy and Strategy (Core Course)

Course Credits 4 Course Evaluation 100 Marks Instruction Hours 40

Course Outcomes: Students will be able to:

CO1 Describe the concepts of business strategy
CO2 Explain the need for strategic vision and mission
CO3 Discuss the types of strategies available to business organizations
CO4 Explain the business strategies used by a firm
CO5 Analyze the business environment in which the firm operates
CO6 Assess the impact of a firm’s strategic choices
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Unit 01: Introduction to Business Policy and Strategy (10 Hours)
Introduction to the strategic management process and related concepts. Characteristics of corporate,
business & functional level strategic management. Company’s vision and mission: Need and
formulation of a mission statement, criteria for evaluating a mission statement- Goal & Objectives.
Unit 02: Environmental Analysis & Diagnosis (10 Hours)
Analysis of company’s internal & external environment Environmental impact on organisations policy
and strategy, analysis of remote environment, Michael E. Porter’s 5 Forces model; Importance of
organisation’s capabilities, competitive advantage and core competence, Michael E. Porter’s Value
Chain Analysis.
Unit 03: Formulation of Competitive Strategies (10 Hours)
Introduction to strategies of growth, stability and renewal, Types of growth strategies – concentrated
growth, product development, integration, diversification, international expansion (multi domestic
approach, franchising, licensing and joint ventures). Types of renewal strategies – retrenchment and
turnaround. Strategic fundamentals of merger & acquisitions
Unit 04: Strategic Analysis & Choice (10 Hours)
Strategic gap analyses, portfolio analyses – BCG, life cycle portfolio matrix, grand strategy selection
matrix; Behavioural considerations affecting choice of strategy; Culture and Strategic Leadership,
Impact of structure, culture & leadership, functional strategies & their link with business level
strategies, Balanced Score Card; Introduction to Strategic control & evaluation, Strategic surveillance.

Suggested Readings:

1. Pearce, J. A. & Robinson, R. B. (2011). Strategic Management formulation implementation and

control. New Delhi, India: Tata McGraw Hill.
2. Kachru, U. (2017). Strategic Management. New Delhi, India: Excel books.
3. Thompson, A. A., Peteraf, M. A., Gamble, J. E., Strickland, A. J. III., & Jain, A. K. (2012). Crafting
and Executing Strategy. New Delhi, India: McGraw-Hill.
4. Pearce, J. A. II., Robinson, R. B., & Mittal, A. (2017). Strategic Management: Formulation,
Implementation and Control. New Delhi, India: McGraw Hill.
 Project Management (Core Course)
Course Credits 4 Course Evaluation 100 Marks Instruction Hours 40

Course Outcomes:
CO1 Describe a project and the elements and characteristics of project management
CO2 Explain the project life cycle
CO3 Discuss the process of preparing a detailed project report.
CO4 Apply the tools of project planning and evaluation
CO5 Analyze the importance of the project team and project manager
CO6 Create a project plan using the tools of project planning
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Unit: 01 Introduction to Project Management [10 Hours]
Defining Projects and Project Management, Characteristics of Projects, Scope of Project Management,
Elements of Project Management, Classification of Projects, Project Life Cycle, Organization Strategy
and Project Selection; Project Management Structures, Project Manager - Role and Responsibilities.

Unit: 02 Project Feasibility Analysis [10 Hours]

Market and Demand Analysis, Technology and Location Analysis, Financial Analysis (Pay Back Period,
NPV, IRR, Profitability Index), Social Cost Benefit Analysis, Environmental Impact Assessment, Detailed
Project Report

Unit: 03 Project Planning [10 Hours]

Defining the Project Scope, Project Priority Matrix, Work Breakdown Structure, Responsibility Matrix,
Types of Project Costs, Developing the Project Network (CPM and PERT Networks), Reducing Time
duration of Projects, Managing Risk.

Unit: 04 Project Closure & Managing Teams [10 Hours]

Project Control Process, Project Termination, Project Audit and Review, Managing Project Teams,
situational factors affecting team development, managing virtual project teams, project team pitfalls.

Learning Resources
1. Clifford Grey, Eric W. Larson, Gautam V. Desai: Project Management: The Managerial process.
Tata McGraw-Hill Education
2. Jack Gido, James Clement, Project Management. Cengage Learning.
3. Harvey Maylor, Project Management, Pearson Education.
4. Prasanna Chandra, PROJECTS Planning, Analysis, Selection, Financing, Implementation, and
Review, Seventh Edition, Tata McGraw-Hill Education
 Finance Specialization [Elective Course]
Financial Institutions & Markets
Course Credits 4 Course Evaluation 100 Marks Instruction Hours 40

Course Outcomes:
CO1: Illustrate the working of financial institutions and markets
CO2: Understand the importance of change in interest rates for all constituents of the financial system
CO3: Explain role and functioning for regulation of different types of financial markets
CO4: Describe functioning and need for regulation of different types of non-depository institutions
CO5: Analyze the role of banking in a financial system
CO6: Critically evaluate impediments to financial inclusion and different ways of developing
sustainable financial inclusion..
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Unit: 01 Structure of Indian Financial System [10 Hours]
An overview of the Indian financial system, financial sector reforms: context, need and objectives;
major reforms in the last decade; competition; deregulation; capital requirements; issues in financial
reforms and restructuring; future agenda of reforms; Regulation of Banks, NBFCs & FIs: Salient
provisions of banking regulation act and RBI Act; Role of RBI as a central banker; Products offered by
Banks and FIs: Retail banking and corporate banking products. Universal Banking: need, importance,
trends and RBI guidelines, Core banking solution (CBS); RTGS and internet banking, NBFCs and its
types; comparison between Banks and NBFCs

Unit: 02 Introduction to Financial Markets in India [10 Hours]

Role and Importance of Financial Markets, Financial Markets: Money Market; Capital Market; Factors
affecting Financial Markets, Linkages Between Economy and Financial Markets, Integration of Indian
Financial Markets with Global Financial Markets, Primary & secondary market, Currency Market, Debt
Market- role and functions of these markets. Primary Market for Corporate Securities in India: Issue of
Corporate Securities: Public Issue through Prospectus, Green shoe option, Offer for sale, Private
Placement, Rights Issue, On-Line IPO, Book Building of Shares, Disinvestment of PSU, Employees Stock
Options, Preferential Issue of Shares, Venture Capital, Private Equity, Performance of Primary Market in
India, Corporate Listings : Listing and Delisting of Corporate Stocks.
Unit: 03 Secondary Market in India [10 Hours]

Introduction to Stock Markets, Regional and\Modern Stock Exchanges, International Stock Exchanges,
Demutualization of exchanges, Comparison between NSE and BSE, Raising of funds in International
Markets: ADRs and GDRs, FCCB and Euro Issues; Indian Stock Indices and their construction,
maintenance, adjustment for corporate actions (rights, bonus and stock split;) on index with
numerical, free float vs. full float methodology, Classification of Securities to be included in the Index,
Bulls and Bears in Stock Markets, Factors influencing the movement of stock markets, indicators of
maturity of stock markets, Major Instruments traded in stock markets: Equity Shares, Debentures,
Myths attached to Investing in Stock Markets. Trading of securities on a stock exchange; Selection of
broker, capital and margin requirements of a broker, MTM and VAR Margins, kinds of brokers, opening
of an account to trade in securities, DEMAT System, placing an order for purchase/sale of shares,
margin trading and margin adjustment, contract note and settlement of contracts, Algorithmic
trading, Settlement mechanism at BSE & NSE

Unit: 04 Money Market and Debt Markets in India [10 Hours]

Money Market: Meaning, role and participants in money markets, Segments of money markets, Call
Money Markets, Repos and reverse Repo concepts, Treasury Bill Markets, Market for Commercial
Paper, Commercial Bills and Certificate of Deposit. Role of STCI and DFHI in money market, Debt
Market: Introduction and meaning, Market for Government/Debt Securities in India, Secondary market
for government/debt securities, Over subscription and devolvement of Government Securities,
Government securities issued by State Governments, Municipal Bonds, Corporate Bonds vs.
Government Bonds

Learning Resources
1. Bhole L.M, Mahakud Jitender, Financial Institutions and Markets, 5 th Edition Tata McGraw-Hill.
2. Khan M.Y. Indian Financial System, 9th Edition, Tata McGraw-Hill
3. Varshney, Mittal, Indian Financial System, Sultan Chand & Sons
4. Gurusamy, S. Financial Services, TMH.
 Finance Specialization [Elective Course]
Wealth Management
Course Credits 4 Course Evaluation 100 Marks Instruction Hours 40

Course Outcomes:
CO1. Create and evaluate real estate investment cash flow models and proforma.
CO2. Determine a defensible methodology to forecast real estate investment cash flows and measure
investment performance.
CO3. Apply the basic concept of time value of money indecisions pertained to personal finance
CO4. Use discounted cash flow models to measure the impact of alternative investment strategies in
order to formulate a strategy to maximize investment yield. Variables for comparison will include
alternative financing, project density, income and expense expectations.
CO5. Identify, describe, and explain the major forms of consumer protection for mortgage borrowers,
their inadequacies and opportunities for reform.
CO6. Demonstrate the ability to appropriately select from available products to meet clients’ needs.

Unit: 01 Introduction to Financial Planning [10 Hours]

Introduction, Background and role of financial Planning, Role of a financial planner, Regulatory
control and practices in financial planning, various views of financial planning, Good practices in
financial planning

Unit: 02 Time Value of Money [10 Hours]

Concept, principles of compounding, Discounting, Annuities risk and return trade off, investment
timing.

Unit: 03 Types of Instruments and Procedures [10 Hours]

Fixed interest instruments, Equity instruments, Property, Derivatives, Mutual funds, PMS, insurance
bonds, other Special classes (Gold, Infrastructure, Private capital, Individual mortgage,) Concept of
will, Administration of an estate, dwelling houses, power of attorney,

Unit: 04 Tax Aspects of Financial Planning [10 Hours]

Toward Financial Plan: Gathering information from client, Meeting client objectives, Assets Allocation,
Implementation. Principles of taxation, Components of tax liabilities, Taxation of direct investment,
Taxation of managed investment, Self-assessment, Return on income, payment of tax, Capital gain tax
(overview)

Learning Resources
1. Bhalla V.K. Investment Management, S.Chand
2. Desai, Joshi. Investment Management, Biztantra Publication
3. Bodie,Kane,Marcus,Mohanty .Investment Management 8th Edition, Tata Mcgraw Hill
4. Deepa Venkatraghavan (2009) Kaise Nivesh Kare--Mandi Ho ya Teji
 Marketing Specialization [Elective Course]
Customer Relationship Management
Course Credits 4 Course Evaluation 100 Marks Instruction Hours 40

Course Outcomes:

CO1. List the basic concepts of Customer relationship management.

CO2. Examine marketing aspects of Customer relationship management.
CO3. Illustrate the basics of analytical Customer relationship management.
CO4. Analyze and develop basics of operational Customer relationship management.
CO5. Justify the knowledge regarding the concept of e-CRM and e-CRM technologies.
CO6. Synthesize the technological and human issues relating to implementation of Customer
Relationship Management in the organizations
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Unit 01: CRM concepts & CRM in Marketing (12 Hours)

Acquiring customers, customer loyalty, and optimizing customer relationships.CRM defined: success
factors, the three levels of Service/ Sales Profiling, Service Level Agreements (SLAs), creating and
managing effective SLAs. One-to-one Relationship Marketing, Cross Selling & Up Selling, Customer
Retention, Behaviour Prediction, Customer Profitability & Value Modeling, Channel Optimization,
Event-based marketing. CRM and Customer Service
Unit 02: E-Commerce and Utility: (10 Hours)
E-Commerce and Customer Relationships on the Internet, Enterprise Resource Planning (ERP), Supply
Chain Management (SCM), Supplier Relationship Management (SRM), Partner relationship Management
(PRM).
Unit 03: Analytical CRM: (08 Hours)
Managing and sharing customer data - Customer information databases, Ethics and legalities of data
use. Data Warehousing and Data Mining concepts.
Unit 04: CRM Implementation: (10 Hours)
Defining success factors, preparing a business plan - requirements, justification, processes,
managing customer relationships: conflict, complacency, Resetting the CRM strategy. Selling
CRM .internally: CRM development Team, Scoping and prioritizing, Development and
delivery, Measurement.
Learning Resources:

1. Buttle, F (2008). Customer Relationship Management. New Delhi, India: Routledge.

2. Jagdish Seth, et al. (2016). Customer Relationship Management, New Delhi, India: Laxmi
Publications Private Limited.
3. Brown, S. A. (2000) Customer Relationship Management, Canada: John Wiley & Sons.
 Marketing Specialization [Elective Course]
Rural Marketing
Course Credits 4 Course Evaluation 100 Marks Instruction Hours 40

Course Outcomes:
CO1 Describe the fundamentals of management with reference to agribusiness.
CO2 Relate with various functional areas of agribusiness
CO3 Apply skills to analyze Marketing Functions, Market Information and Intelligence
CO4 Analyze & Impart knowledge of the marketing efficiency and agricultural prices
CO5 Prioritize to gain knowledge on agricultural marketing, challenges and prospects for improving
agricultural marketing system
CO6 Compose Marketing Functions for gaining Market Information and Intelligence
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Unit: 01 RURAL MARKETS AND MARKETING [10 Hours]

Defining Rural Markets and Rural Marketing; Indian Rural Market; Evolution of Rural Marketing; Rural
Environment; Rural Economy; Population and its locations; occupation pattern; expenditure pattern;
infrastructure facilities.

Unit: 02 THE RURAL CONSUMER [10 Hours]

Characteristics and factors influencing Consumer purchase decision; rural demand; Rural buyer
characteristics; Hierarchy of markets and rural market index; Problems in rural marketing; Rural
Marketing research.

Unit: 03 MARKETING MIX IN RURAL MARKETS [10 Hours]

4 A’s of Rural Marketing Mix, Product decisions and strategies; Price setting strategies; Distributions
channels; Challenges in Rural communication; Advertisements for Rural consumers; Rural service
marketing mix.

Unit: 04 INNOVATIONS AND FUTURE OF RURAL MARKETS [10 Hours]

Role of Innovation in Rural Markets; Emergence of Organized Retailing in Rural India; Practices
adopted by Indian Companies; Measures taken by Public and private sector for development;
Dependency on Agriculture; Rural tourism: its importance and limitations.

Learning Resources

1. Pradeep Kashyap, Rural Marketing, (Second Edition) Pearson Education Publication.

2. C.S.G. Krishnamacharyulu, Lalitha Ramakrishnan, Rural Marketing, (2nd Edition ), Pearson

3. Balram, Ghuman (2007), Rural Marketing, McGraw Hill Education.

4. Dinesh Kumar and Punam Gupta, Rural Marketing: Challenges and Opportunities, Sage
Publications
 Human Resource Management Specialization [Elective Course]
Labour Laws & Industrial Relations
Course Credit 4 Course Evaluation 100 Marks Instruction Hours 40

Course Outcomes:

CO1: To describe the general structure and system of Industrial Relations.

CO2: To discuss the importance of Industrial Relations in maintaining industrial peace and
harmony for achieving the goals and objectives of the Organization.
CO3: To identify how employees and Trade Unions behave under different conditions.
CO4: To examine the various labor legislations in organizational context.
CO5: To explain the rationale behind the laws and their enforcement problems.
CO6: To analyze the complexities in the handling of legal situations pertaining to HR in the
organizations.
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Unit 1: Introduction to Industrial Relations [12 Hours]

Concept, Scope, Evolution, Approaches to IR, Conflict & Cooperation, Bi-Partism, Tri-Partism, Collective
Bargaining, Worker’s Participation in Management, Grievance Handling and Disciplinary action, Code
of Conduct, IR in changing scenario, Employer’s organizations.
Trade Unions: Concept, Evolution, Problems, Provisions of Trade Union Act, 126, Emerging role of
Trade Union in India.

Unit 2: Laws relating to Working Conditions [ 8 Hours]

Factories Act 1948, Contract Labour Act 1970.

Unit 3: Laws Relating to Wages [10 Hours]

Minimum Wages Act, 1948, Payment of Wages Act, 1936, Payment of Bonus Act, 1965, Equal
Remuneration Act, 1976.

Unit 4: Laws Relating to Labour Welfare and Social Security [10 Hours]
The Payment of Gratuity Act, 1972, Employees’ Provident Fund & Miscellaneous Provision Act 1952,
Employee Compensation Act, 1923, Employee State Insurance Act, 1948

Learning Resources:

1. Mamoria C.B. & S. Mamoria: Dynamics of Industrial Relations in India. Mumbai. Himalaya
Publishing House.
2. Sinha, P.R.N (2013) Industrial Relations, Trade Unions & Labour Legislation. Pearson.
3. Malik, S. (2011). P L Malik’s Industrial Law Volume1, 23rd Edition, Eastern Book Company
4. Srivastava, S.C., Industrial Relations &Labour Laws, Vikas Publishing House (P) Ltd.
 Human Resource Management Specialization [Elective Course]
Talent & Knowledge Management
Course Credits 4 Course Evaluation 100 Marks Instruction Hours 40

Course Outcomes: Students will be able to

CO1: To describe the key terms such as talent management, knowledge management, competency
mapping.
CO2: To explain the usage of competency mapping in evaluating a person’s work and identifying
the required competencies in a person.
CO3: To assess the current trends in knowledge management and their manifestation in today’s
business environment.
CO4: To examine the challenges of acquisition and retention of talents for the competitive
advantage of the organization.
CO5: To design a conceptual framework of managing the talents in the competitive environment
CO6: To identify the knowledge management strategies and conduct the knowledge audit.
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Unit 1 Talent Management: (12 Hours)
Meaning and importance of talent management, Talent management Grid, Creating talent management
system, Strategies of talent management.
Unit 2 Competency Modeling & Knowledge Management: (14 Hours)
Competency model, Competency mapping, Role of leaders in talent management, Talent management
and competitive advantage. Elements of knowledge management, Advantages of knowledge
management, Knowledge management in learning organizations. Types of Knowledge: Tacit and
Explicit. Managing knowledge workers.
Unit 3 Knowledge management Process: (13 Hours)
Knowledge management process, Approaches to knowledge management: Knowledge management
solutions, Knowledge creation, Knowledge sharing, Knowledge dissemination, Knowledge management
life cycle, Nonaka’s model of knowledge. Knowledge capturing techniques: Brainstorming, Protocol
analysis, Consensus decision making, Repertory grid, Concept mapping.
Unit 4 Knowledge Management: (6 Hours)
Knowledge management strategies: Aligning individual needs with organization, Reward systems for
knowledge management, Knowledge audit, Benchmarking, Balance score card, Gap analysis.

Suggested Readings

1. Lance A. Berger, Dorothy Berger: Talent management handbook, McGraw Hill New York.
2. Cappeli Peter: Talent on Demand –Managing Talent in an age of uncertainty, Harvard Business
press.
3. Sudhir Warier: Knowledge management, Vikas publishing house.
4. Stuart Barnes: Knowledge management system theory and practice, Thomson learning.
5. Donald Hislop: Knowledge management in organisations, Oxford University press.
 Entrepreneurship Specialization [Discipline Specific Elective]
Entrepreneurial Growth and Strategy
Course Credit 4 Course Evaluation 100 Marks Instruction Hours 40

Course Objectives:

To familiarise the learner with the concept of strategic planning, entrepreneurial growth strategies,
managerial concerns of growing ventures, business internationalisation process, entrepreneurial
families and contribution of the family business and concept of entrepreneurship and its role in
entrepreneurial growth.

Course Outcome:

CO1: To introduce the importance of strategic planning for an entrepreneurial venture

CO2: To discuss the five stages of a typical venture life cycle development, start-up, growth,
stabilisation CO3: and innovation or decline
CO4: To outline ways to incorporate sustainability into business strategy
CO5: To introduce the new international developments that have expanded opportunities for the
global market
CO6: To identify the key factors that play a major role during the growth stage and entrepreneurial
mindset in organisations
CO7: To describe the importance of family businesses and their unique problems
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Unit 1: Entrepreneurial Growth Strategy [10 Hours]

Strategic planning, managing entrepreneurial growth, Venture development stages, The

entrepreneurial company in the 21st century, Building the adaptive firm, The transition from
entrepreneur to the manager, Understanding the growth stage, Unique managerial concerns of growing
ventures, Achieving entrepreneurial leadership, Strategic sustainable development, experiential
exercise: the tows matrix, experiential exercise: the venture life cycle, and relevant case studies.

Unit 2: Global opportunities for entrepreneurs [10 Hours]

Business internationalisation, factors affecting internationalisation of business, advantage and

disadvantage in business internationalisation. Asia–Pacific entrepreneurship, How to go global, Five
steps to the international marketplace, key terms and concepts, experiential exercise: market
selection matrix 536 experiential activity: going international and relevant case studies.

Unit 3: Entrepreneurial families, succession and continuity [ 10 Hours]

Entrepreneurial families, succession and continuity, Harvesting the venture: A focus on the future,
The management succession issue, Key factors in succession, Developing a succession strategy, The
exit strategy: Liquidity events, Trade sale of the venture, experiential exercise: who emigrates first?
Experiential activity: passing it on and relevant case studies.

Unit 4: Developing entrepreneurship within organisations [12 Hours]

The entrepreneurial mindset in organisations, Re-engineering organisational thinking, nature of
intrapreneurship, Not for businesses only, Conceptualising intrapreneurial strategy, The
entrepreneurial mindset in organisations, Re-engineering organisational thinking, The nature of
intrapreneurship, Conceptualising intrapreneurial strategy, experiential exercise: developing
entrepreneurship, experiential activity: spot the social intrapreneur and relevant case studies.

Learning Resources:

1. Frederick-Kuratko(2010).Entrepreneurship-Theory-Process-Practice-2nd-Asia-Pacific-edition-
Melbourne-Australia-Cengage-Learning-Australia.
2. Johannisson, B. (2017). Networking and entrepreneurial growth. The Blackwell handbook of
entrepreneurship, 368-386.
3. Reichborn-Kjennerud, K., & Svare, H. (2014). Entrepreneurial growth strategies: the female
touch. International Journal of Gender and Entrepreneurship.
4. Brush, C. G., Ceru, D. J., & Blackburn, R. (2009). Pathways to entrepreneurial growth: The influence
of management, marketing, and money. Business Horizons, 52(5), 481-491.
5. Bello, B., & Ivanov, S. (2014). Growth strategies for very small organisations: a case study of a very
small entrepreneurship. International Journal of Organizational Innovation, 6(4).
6. Rodrik, D. (2005). Growth strategies. Handbook of economic growth, 1, 967-1014.
7. Wright, M., & Stigliani, I. (2013). Entrepreneurship and growth. International small business
journal, 31(1), 3-22.
8. Raposo, M., Smallbone, D., Balaton, K., & Hortoványi, L. (Eds.). (2011). Entrepreneurship, growth
and economic development. Edward Elgar Publishing.
 Entrepreneurship Specialization [Discipline Specific Elective]
Family Business Management

Course Credit 4 Course Evaluation 100 Marks Instruction Hours 40

Course Objectives:

To familiarize the learner with the fundamentals of the family businesses management, governance
structure, succession process and leadership management, the structure of Corporate Governance in
family enterprises, and the family business's internationalisation process.

Course Outcomes:

CO1: To understand the Family Business management and governance structure.

CO2: To explain the succession process and leadership management in the family business.
CO3: To understand the new venture planning in the family business.
CO4: To examine the various issues related to family business management.
CO5: To understand the corporate governance structure in the family business.
CO6: To examine the importance of family business internationalisation and alliance strategies for
growth.
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Unit 1: Understanding Family Business and governance structure [8 Hours]

An overview of the family business, An introduction to the family business model, different
stakeholders, governance structure, gender role, family business life cycle and Family Business
Landscape.

Unit 2: Succession Process and Leadership management [10 Hours]

Understanding Succession Management in Family Firms, Importance of Succession Process in The

Family Business, Successor's Selection Process, The Role of Family Members in Succession, Grooming
and Nurturing of Protentional Successors, the process of new venture planning with the family firm,
Gender Issues in Succession Management, Effect of Family Member's Relationship on Business,
Succession and Family Business Conflict Resolution.

Unit 3: Corporate Governance in A Family-Owned Companies [ 10 Hours]

Understanding Corporate Governance in A Family-Owned Companies, International Best Practices in

Family Business and Corporate Governance, Vision and Strategy as Key Governance Measures in Family
Business, Securing CEO Succession as a Key Governance Measure in Family Business, Securing
Financial Resources as a Key Governance Measure, Structures and plans to Govern a Family Business
System, Relationships Among Governance Structures,

Unit 4: Family Business diversification and Internalisation: [12 Hours]

Understanding the Role of Family Ownership in Business Diversification, Diversification Strategies,

Capabilities of Family Members, Classification of Different Investment Groups, Innovation Strategies in
The Family Business and Investment in Intellectual Assets. Importance of Business Internalization,
Facilitating Factors, Growth Strategies for Family Business Internalization, Limitations Associated with
Family Business Internalization, Entry Plan for Different Countries, and Family Business and
International Orientation.

Learning Resources:

1. Renkert-Thomas, A. (2015). Engaged Ownership: A Guide for Owners of Family Businesses.

John Wiley & Sons.
2. Del Giudice, M., Della Peruta, M. R., & Carayannis, E. (2010). Knowledge and the family
business. Springer, New York.
3. Friedman, S. D., & Greenhaus, J. H. (2000). Work and family--allies or enemies? what happens
when business professionals confront life choices. Oxford University Press, USA.
John L Ward, Amy Schuman, Stacy Stutz - Family Business as Paradox-Palgrave Macmillan
(2010).
4. The Family Business Conflict Resolution Handbook: A Resource for Family Firm Owners,
Managers and Advisers Book by Barbara Spector.
5. Neubauer, F., & Lank, A. G. (2016). The family business: Its governance for sustainability.
Springer.
6. Carlock, R., & Ward, J. (2001). Strategic planning for the family business: Parallel planning to
unify the family and business. Springer.
7. Fischman, A. E. (2008). Nine Elements of Family Business Success.
8. Alberto Gimeno - Family Business Models_ Practical Solutions for the Family Business-Palgrave
Macmillan (2010)