Corporate governance models in emerging markets: the case of India

Authors: Machold, Silke¹; Vasudevan, Ajit Kumar²

Source: International Journal of Business Governance and Ethics, Volume 1, Number 1, 14 July 2004 , pp. 56-77(22)

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Abstract:

Corporate governance has come to be recognised as a cornerstone of economic reforms seeking to promote stability and growth in developing countries. The Asian crisis of the 1997 was viewed as having roots in poor governance and hence national governments as well as international organisations have sought to promote a strengthening of governance mechanisms. This article investigates governance reforms in India over the last decade. The paper reviews changes in Indian governance codes that indicate a preference of adoption of Anglo-American governance models. A survey of ownership structures of Indian listed companies reveals a mixture of governance mechanisms and a persistence of the "business house model" of governance. The paper concludes that despite external pressures towards an "Anglo-Americanisation" of governance practice, the outcomes thus far reveal the emergence of a diversity of governance mechanisms arising in a path-dependent fashion.

Keywords: MANAGEMENT JOURNALS; Business Administration

Document Type: Research article

DOI: http://dx.doi.org/10.1504/IJBGE.2004.004897

Affiliations: 1: Department of Strategy, University of Wolverhampton Business School, Telford Campus, Telford, TF2 9NT, UK. 2: 2 Shringhar Nagar, Peelamedu, Coimbatore - 641004, Tamil Nadu, India

Publication date: 2004-07-14

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The International Journal of Business Governance and Ethics aims to critically explore business and managerial strategies, actions, responsibilities and accountabilities for survival in a highly transparent and dynamic global world.
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