Board structure, controlling ownership, and business groups: Evidence from India

Chauhan, Yogesh K.; Dey, Dipanjan Kumar; Jha, Rajneesh Ranjan

doi:10.1016/j.ememar.2016.03.003

Cited by 38 publications

(37 citation statements)

References 68 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…On the other hand, state‐owned Asian firms (Chen & Al‐Najjar, 2012; Ding, Jia, Wu, & Zhang, 2014; Mak & Li, 2001) and other Western firms controlled by founders (e.g., Daily & Dalton, 1992; Sur, Lvina, & Magnan, 2013), other corporations (Chauhan et al, 2016; Sur et al, 2013), institutional investors (e.g., D'Amato & Gallo, 2017; Schmidt & Fahlenbrach, 2017; Sundaramurthy, Rechner, & Wang, 1996), and VCs (Filatotchev, 2006) have less independent boards. Chauhan et al (2016), however, do not find any significant relationship between founder ownership and board independence in Indian firms. The inconclusive relationships suggest that the notion of what constitutes an independent board and its practical implementation may vary across countries.…”

Section: Current State Of the Fieldmentioning

confidence: 99%

Bringing owners back on board: A review of the role of ownership type in board governance

Federo

Ponomareva

Aguilera

et al. 2020

Corporate Governance

View full text Add to dashboard Cite

Research Question/Issue In this comprehensive literature review, we synthesize and analyze the current state of academic research regarding the relatively understudied relationship between the type of owners and board governance. Research Findings/Insights Our review of the existing literature at the intersection of ownership and board governance research discusses how six distinct ownership types—pertaining to family, lone founder, corporation, institutional investor, state, and venture capitalist—shape board governance, defined as board structure, composition, and processes. We also uncover the influence of ownership type on board functional performance (i.e., monitoring, resource provision, and strategic involvement) and the implications of these owner–board relationships for a variety of firm outcomes (related to performance and compliance). Theoretical/Academic Implications We present identifiable patterns in board governance and functional performance associated with each ownership type and their respective implications for a wide range of firm outcomes. We then propose seven core emerging themes that deserve further scholarly attention. Practitioner/Policy Implications Our analysis cautions against the application of the “one‐size‐fits‐all” best‐practices approach in board governance advocated by policy makers, scholars, and corporate governance activists and underscores the need to consider the contingent effects of different owners' behaviors and interests in shaping and assessing board governance.

show abstract

Section: Current State Of the Fieldmentioning

confidence: 99%

Bringing owners back on board: A review of the role of ownership type in board governance

Federo

Ponomareva

Aguilera

et al. 2020

Corporate Governance

View full text Add to dashboard Cite

show abstract

“…Second, ownership structure in India is typically concentrated on family firms and business groups (Chauhan, Dey, & Jha, 2016) which are mostly inter-connected either through formal or informal means. In many cases, it is the owners who control these firms through a complicated pyramidal and cross-holding ownerships.…”

Section: Introductionmentioning

confidence: 99%

Does Ownership Structure Affect Firm Performance in an Emerging Market? The Case of India

Panda

Bag

2019

AJBA

View full text Add to dashboard Cite

Manuscript type: Research paper Research aim: This study aims to examine the impact of ownership structure (ownership concentration and identities) on the financial and market performance of Indian listed firms, post the US financial crisis 2008. Design/Methodology/Approach: This study is based on a six-year financial dataset of 100 Bombay Stock Exchange (BSE) listed firms, from FY 2009-10 to FY 2014-15. The study applies the static panel data model (pooled OLS, fixed effect and random effect) and the dynamic panel data model (two-step generalised method of moments) for the hypotheses testing.

show abstract

“…Struktur dewan di perusahaan India menganut sistem berdasarkan pada anglo-American model, yaitu sistem one-tier, hanya ada satu dewan saja yang menjadi senior manajemen perusahaan, yaitu dewan direksi. Namun berbeda dengan negara seperti Amerika Serikat yang memiliki 2 (dua) struktur direksi, India memiliki 3 (tiga) struktur direksi yang terdiri dari direksi eksekutif, direksi non-eksekutif dan direksi independen (Chauhan et al, 2016).…”

Section: Struktur Dewan DI Indiaunclassified

“…Apabila chairman juga merupakan bagian dari dewan eksekutif, maka jumlah direktur independen yang dimiliki minimal adalah setengah dari jumlah anggota direksi. Apabila chairman adalah bagian dari dewan non-eksekutif, maka jumlah direktur independen yang dimiliki minimal sebesar sepertiga dari jumlah direksi (Chauhan et al, 2016).…”

Section: Struktur Dewan DI Indiaunclassified

Analisis pengaruh XBRL terhadap kinerja perusahaan di India

Wanaputra¹,

Harahap²

2018

jeb

View full text Add to dashboard Cite

Penelitian ini bertujuan untuk menganalisis pengaruh adopsi XBRL terhadap kinerja perusahaan, khususnya Return on Assets (ROA) sebagai ukuran kinerja akuntansi dan Market to Book Ratio (MTB) sebagai ukuran kinerja pasar. Penelitian ini menggunakan sebanyak 100 sampel perusahaan yang terdaftar pada National Stock Exchange (NSE) maupun Bombay Stock Exchange (BSE) pada tahun 2008 hingga 2013. Metode pengambilan sampel yang digunakan adalah metode purposive sampling. Pengujian hipotesis dilakukan dengan menggunakan metode Ordinary Least Square. Hasil penelitian menunjukkan bahwa adopsi XBRL berpengaruh positif terhadap kinerja perusahaan karena peningkatan transparansi informasi mendorong perusahaan untuk meningkatkan kualitas laporan keuangan dan kinerjanya. Regulator pasar modal dapat menggunakan hasil penelitian ini bahwa adopsi XBRL dapat meningkatkan kinerja sehingga perusahaan termotivasi untuk mengadopsi XBRL.

show abstract

Board structure, controlling ownership, and business groups: Evidence from India

Cited by 38 publications

References 68 publications

Bringing owners back on board: A review of the role of ownership type in board governance

Bringing owners back on board: A review of the role of ownership type in board governance

Does Ownership Structure Affect Firm Performance in an Emerging Market? The Case of India

Analisis pengaruh XBRL terhadap kinerja perusahaan di India

Contact Info

Product

Resources

About