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The chapter of "Institutional Economics" textbook is devoted to the development of business-groups as a specific feature of industrial organization in the Russian economy. The main determinants of forming and functioning of business-groups such as allocation of property rights in Soviet enterprises, networks of directors and executive authorities in the Soviet economic system as well as import of new institutes and inefficient state enforcement are in the center of analysis. Origins, structure, organization and management within the groups and the role of shareholding and informal control rights are considered.

The goal of this paper is to investigate the evolution of the leading Indian business-groups under the conditions of economical liberalization. It is shown that the role of modern business-groups in the Indian economy is determined by their high rate in the gross domestic product (GDP), huge overall actives, substantial pert in the e[port of goods and services, as well as by their activities in modern branch structure formatting, and developing labor-intensive and high-tech branches. They strongly influence upon economical national strategies, they became a locomotive of internationalization and of transnationalization of India, the basis of the external economy factor system, the promoters of Indian "economical miracle" on the world scene, and the dynamical segment of economical and social development of modern India. The tendencies of the development of the leading Indian business groups are: gradual concentration of production in few clue sectors, "horizontal" structure, incorporation of the enterprises into joint-stock structure, attraction of hired top-managers and transnationaliziation. But against this background the leading Indian business-groups keep main traditional peculiarities: they mostly still belong to the families of their founders, even today they observe caste or communal relations which are the basis of their non-formal backbone tides, they still remain highly diversificated structures with weak interrelations. Specific national ambivalence and combination of traditions and innovations of the leading Indian business-groups provide their high vitality and stability in the controversial, multiform, overloaded with caste and confessional remains Indian reality. We conclude that in contrast to the dominant opinion transformation of these groups into multisectoral corporations of the western type is far from completion, and in the nearest perspective they will still possess all their peculiarities and incident social and economical "colouring".

"Business Groups and Strategic Coopetition sheds lights on the poorly recognised problem of intra-organisational relationships within business groups by adopting the coopetition lens. It brings together the strategic management (coopetition and performance) and international management perspectives (business groups and its role in the economy). It is a unique proposition as those two research streams, such as business groups and coopetition, are rarely assessed together. The coopetition, which is seen as the strategy of value creating in the rapidly changing environment, brings benefits, such as an increased innovation, cost reduction, access to resources, and improved competitive position that could be capture by business groups as well. However, the understanding of complex organisations, such as business group, and answering the question how to manage intra-level coopetition to gain better performance therein is still unclear. Therefore, the book aims to extends the knowledge in the field of internal relationships within business groups as well as the coopetition phenomenon. This book is written to meet needs of researchers, students as well as managers and to present an integrated view on the coopetition within business groups"--

"Business Groups and Strategic Coopetition sheds lights on the poorly recognised problem of intra-organisational relationships within business groups by adopting the coopetition lens. It brings together the strategic management (coopetition and performance) and international management perspectives (business groups and its role in the economy). It is a unique proposition as those two research streams, such as business groups and coopetition, are rarely assessed together. The coopetition, which is seen as the strategy of value creating in the rapidly changing environment, brings benefits, such as an increased innovation, cost reduction, access to resources, and improved competitive position that could be capture by business groups as well. However, the understanding of complex organisations, such as business group, and answering the question how to manage intra-level coopetition to gain better performance therein is still unclear. Therefore, the book aims to extends the knowledge in the field of internal relationships within business groups as well as the coopetition phenomenon. This book is written to meet needs of researchers, students as well as managers and to present an integrated view on the coopetition within business groups"--

We suggest a unified framework to explain the following stylized pattern in the development of contractual governance and industrial organization. Contractual governance in many emerging economies is characterized by relational contracting. Coincident with relational contracts are large, diversified organizations — often referred to as business groups. As institutions and market intermediaries develop, a process of transition from relational contracting to arms‐length explicit contracting takes place. During this phase relational and explicit contracts complement each other. Business groups initially expand in size, scope and increase the strength of ties. As development proceeds, a threshold is crossed after which business groups begin to unravel. This process of transition in contractual governance is often accompanied by a period of rapid growth, which eventually comes to a stop.JEL classification: L22, L14, O17.

The uniqueness of the Indian context lies in the fact that during the post-liberalization period of the 1990s, most business groups encountered severe financial difficulties, to the extent of struggle for survival, and ultimately lost their former dominant presence. The 2000s have been a witness to the revival of some of these business groups whereas many others are still in search of the suitable strategic response to the new economic and institutional environment. The book explores the forces of product diversification strategy of Indian business groups through a conglomeration of empirical analysis and case studies. The authors cover a period exceeding 25 years of business group activity in the Indian context, and attempt to relate the performance of Indian business groups to their diversification strategy, juxtaposed against the context of institutional change in the Indian economy.

This study analyses how domestic companies in Bangladesh emerged as major conglomerates, despite little help from a weak state that could hardly nurture its enterprises. Using a business history approach, this study traces the development of Bangladesh's leading business groups. The history indicates that the entrepreneurial capacity and the creation of close ties with the State were the core factors that helped these business groups survive and grow in an economy led by a state that could do little to promote and offer policies that help in fostering the growth of domestic companies in an emerging economy.