Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Case
-
Reference no. 9-798-037
Published by: Harvard Business Publishing
Originally published in: 1998
Version: 30 August 2006
Length: 18 pages
Data source: Field research

Abstract

The Tata Group began the 1990s as a confederation of loosely coupled firms. This case considers the rise to prominence of the new Chief Executive Officer of Tata Group, Ratan Tata, and his attempts to strengthen the inter-relationships among the group companies at a time when critics claim he should be dismantling the alliance completely. Provides an opportunity to address the benefits and costs of conglomerates in emerging markets. In particular, it demonstrates the ways in which well-run conglomerates might ameliorate the costs that poorly functioning institutions impose through their effects on market efficiency.
Location:
Size:
270,000 employees, INR220 billion (USD6.8 billion)
Other setting(s):
1996-1997

About

Abstract

The Tata Group began the 1990s as a confederation of loosely coupled firms. This case considers the rise to prominence of the new Chief Executive Officer of Tata Group, Ratan Tata, and his attempts to strengthen the inter-relationships among the group companies at a time when critics claim he should be dismantling the alliance completely. Provides an opportunity to address the benefits and costs of conglomerates in emerging markets. In particular, it demonstrates the ways in which well-run conglomerates might ameliorate the costs that poorly functioning institutions impose through their effects on market efficiency.

Settings

Location:
Size:
270,000 employees, INR220 billion (USD6.8 billion)
Other setting(s):
1996-1997

Related