The Indian business model, especially management practices, can serve as a model for the emerging economies, in the next five to ten years, according to Peter Cappelli, management and director, centre for human resources, The Wharton School.

Cappelli was in Kolkata on Saturday for a three-day summit on human resource development, where he released the 'The DNA of Indian Business Leadership -- The Wharton -- NHRDN Research Study.'

The study brings out some interesting points pertaining to the management practices in India. Top 100 CEOs in the country were interviewed for the study, which took more than a year for a partial compilation. A part of the study will be released next year.

Contrary to perceptions like the Indian CEOs are disproportionably rewarded, Cappelli concludes from the study, that they are more concerned about their employees and the community as a whole than their American counterparts.

The CEOs themselves believed that their approach was different from what they know about the management practices in the US.

With a majority of the Indian businesses being family-controlled, the CEOs are more resilient in the face of change, more willing to take risks, and have better entrepreneurial skills.

"Based on our experience with the US and the Western corporations, we believe the response suggest that the Indian CEOs are much more focused on managing the inside of their businesses than are their counterparts elsewhere."

Indian CEOs are more focused on organizational skill than financial issues, as in the US, the study points out.

The CEOs spend less time in board meetings in India, than in the US, where the CEOs give more importance to investors than employees.

While in India, 41 per cent of the leaders give more time to reporting to the board of directors and shareholders relation each, in the US, 72 percent and 58 percent of leaders give more time to board of directors and shareholders relation respectively.

Nearly 13 per cent of the CEOs interviewed believe that high performance culture to be their competitive advantage, while another 13 per cent believe customer focus as their core strength.

About 13 per cent believe innovation and entrepreneurship to be most important aspect of business. Low cost is believed to be strength by 13 per cent of the sample size. Human capital and intellectual capital is high in agenda for nearly 9 per cent of the CEOs. About, 7.5 per cent believe in execution capability and speed. Leadership counts for 3.9 per cent of the CEOs.

According to Cappelli, the fact that American CEOs are more oriented towards investors, derives the strength from the political situation beginning the era of former US president Ronald Reagan, when the judiciary got tilted towards shareholders.

Even though the fact that most Indian businesses are family-owned substitutes for professionalism, as in other parts of the world too, Indian CEOs have a "sense of vision'.

"Compiling and identifying the top 100 companies in India was the most difficult part of the study," admits Cappelli.