Browse by ISB Authors

Indian School of Business

Gupta, P and Steward, M and Narus, J A and Seshadri, D V R (2021) Pursuing Digital Marketing and Sales Transformation in an Emerging Market: Lessons from India’s Tata Steel. Vikalpa: The Journal for Decision Makers, 46 (4). pp. 197-208. ISSN 0256-0909

Seshadri, D V R and Maital, S (2021) So that all may see: How L V Prasad Eye Institute evolved as a caring organisation. L V Prasad Eye Institute, Hyderabad, India. ISBN 9781685090708

Seshadri, D V R and Sasidhar, K (2017) Creating Grassroots Leaders through DHAN's Unique Leadership Model. [Teaching Resource]

Maital, S and Seshadri, D V R (2017) Smartonomics: Simple, Powerful Macroeconomic Tools for Success in an Uncertain World. Sage Publishing, New Delhi, India. ISBN 9789386062369

Singh, A K and Nayak, M and Seshadri, D V R (2013) Marketing “Value” to Price-Sensitive Customers during the Tendering Process. Vikalpa, 38 (4). pp. 49-68. ISSN 2395-3799

Singh, R and Seshadri, D V R (2012) Tiger, tiger, burning bright! Will India’s tiger economy stimulate its business marketing space? Journal of Business & Industrial Marketing, 27 (3). ISSN 0885-8624

Murthy, K N and Seshadri, D V R (2011) Kudremukh Iron Ore Company Limited (KIOCL): The Death Knell and Beyond. Vikalpa: The Journal for Decision Makers, 36 (2). pp. 119-132. ISSN 0256-0909

Seshadri, D V R (2011) Bucking the Trend: A Look at Zyme Solutions' Non-linear Business Model for IT Services from India. Asian Case Research Journal, 15 (01). pp. 37-62. ISSN 1793-6772

Murthy, K N and Seshadri, D V R (2011) Kudremukh Iron Ore Company Limited (KIOCL): The Death Knell and Beyond. Vikalpa, 36 (2). pp. 133-142. ISSN 2395-3799

Seshadri, D.V.R. (2010) Zyme: Building a speciality IT services firm: In conversation with Chandran Sankaran, Founder and CEO, Zyme Solutions. IIMB Management Review, 22 (1). pp. 25-31. ISSN 2212-4446

Maital, S and Prakhya, S and Seshadri, D V R (2008) Bridging the Chasm between Management Education, Research, and Practice: Moving Towards the ‘Grounded Theory’ Approach. Vikalpa, 33 (1). pp. 1-18. ISSN 2395-3799

Maital, S and Ravid, S and Seshadri, D V R and Dumanis, A (2008) Toward a Grounded Theory of Effective Business Incubation. Vikalpa, 33 (4). pp. 1-14. ISSN 2395-3799

Seshadri, D V R and Raghavan, A and Hegde, S (2007) Business Ethics: The Next Frontier for Globalizing Indian Companies. Vikalpa, 32 (3). pp. 61-80. ISSN 2395-3799

Narus, J A and Seshadri, D V R (2007) Infosys Technologies Ltd.: Growing Share of a Customer’s Business. Vikalpa, 32 (04). pp. 127-146. ISSN 2395-3799

Seshadri, D V R (2007) Understanding New Venture Failure due to Entrepreneur-Organization Goal Dissonance. Vikalpa, 32 (1). pp. 55-74. ISSN 2395-3799

Balasubramanian, N and Ethiraj, S K and Littrell, Ro and Morris, S and Seshadri, D V R and Varma, J R and Zaheer, S and Manikutty, S (2006) Corporation and its Shareholders: What Should B-Schools Teach?. Vikalpa, 31 (2). pp. 99-130. ISSN 2395-3799

Seshadri, D V R and Tripathy, A (2006) Innovation through Intrapreneurship: The Road Less Travelled. Vikalpa, 31 (1). pp. 17-30. ISSN 2395-3799

Seshadri, D V R and Tripathy, A (2006) Reinventing a Giant Corporation: The Case of Tata Steel. Vikalpa, 31 (3). pp. 131-146. ISSN 2395-3799

Jain, L C and Makhija, R and Mookerjee, A and Mysore, V and Raghavan, A and Ramachandran, J and Rao, A and Roy, S and Shah, A and Viswanathan, R and Vora, A and Seshadri, D V R (2006) Understanding India from a Business Perspective: Opportunities and Challenges for MNCs. Vikalpa, 31 (3). pp. 95-119. ISSN 2395-3799

Muthuraman, B and Sen, A and Gupta, P and Seshadri, D V R and Narus, J A (2006) Understanding the Process of Transitioning to Customer Value Management. Vikalpa, 31 (2). pp. 1-28. ISSN 2395-3799

Seshadri, D V R and Jane, H (2005) Air Deccan: Revolutionizing the Indian Skies. South Asian Journal of Management, 12 (4). pp. 94-125. ISSN 2789-8512

Mukherjee, T and Jha, B and Seshadri, D V R and Tripathy, A (2004) Innovation and intrapreneurship through re-invention for sustainable competitive advantage: the case of Tata steel. In: 2004 IEEE International Engineering Management Conference (IEEE Cat. No.04CH37574).