Growth, progress, and prosperity of any country depend highly on the corporate governance mechanism of that country. Good governance of a country helps it to sustainable growth and consistency in progress. The good governance should contribute towards the improvement in transparency, ethics, morality, and disclosure. The principles of good governance stand on honesty, trust, integrity, openness, and performance orientation. Our honorable Prime Minister Narendra bhai Modi had given the three E for good governance during his speech on Independence Day i.e. Effective Governance, Electronic Governance, and Ethical Governance. The fundamental concern of corporate governance mechanism is to ensure the protection of minority shareholders/owners of specific firms. Mechanism of a corporate governance specifies the relations among the shareholders, board of directors, and managers. The present paper is an attempt to evaluate the effectiveness of the board by calculating the corporate governance score. The mandatory and non-mandatory guidelines have been considered while assigning points to specific parameters of the corporate governance.
Purpose: This article analyses the effect of board diversity on the financial performance of non-financial firms listed in the Nifty Index. Specifically, it examines the mediation effect of the promoter’s presence and multiple directorships on the financial performance of the firm, that is, return on net worth (RONW), return on equity (ROE) and its sales growth. Methodology: The article uses the hierarchical regression model to analyse the effect of board diversity on financial performance. The presence of the promoters on the board and multiple directorships are taken as the control variables. Findings: Empirical results show the significant effect of the promoter’s presence on the board on the firm’s earnings and a significant positive effect of firm age, board size, age diversity and experience diversity on the financial performance. However, we do not find any statistically significant relationship between firm size and financial performance in any model. The results also show that the age and experience of the female directors are significantly less compared to the male directors. However, the age and experience of the non-executive directors and independent directors are found to be higher among the other positions held by the directors. We also find a negative relationship between multiple directorships in other firms and the financial performance of the firm. Value: The article proposes that there should be a greater number of independent directors in a firm that has its promoter on the board. One recommendation for the board is to reduce the number of directorships held in other boards to ensure more constructive contribution towards the firm’s financial performance. The article studies the effect of the promoter’s presence on the board and multiple directorships held by board members on the financial performance of the firm.
This article aims to understand better the impact of the diversity of gender in boards on the innovation and creativity of companies in the context of the structure of business—family businesses and non-family businesses. Based on women’s participation in decision-making and family firm literature, we argue that women directors/executives’ impact on decision-making will rely on their relative power and credibility within the board. These dynamics are especially crucial, bringing creativity to family firm’s boardrooms as well. The results show that increases in innovation and creativity with women’s presence in family firms’ boards are due mainly to outsider non-family and insider family women directors/executives. Even after the division of women directors into independent and non-independent directors, the finding suggests that women independent directors have an impact on the company’s innovations. Conversely, women chair minimal effects on the innovation and creativity advances of the businesses. Furthermore, In the family business, the influence of women managers and women independent managers on the innovation and creativity of a company is slightly stronger.
The Hinduja Group, a closely held conglomerate, is among the world’s richest and valued centurion family business. Second-generation brothers are known for fellowship, legacy and togetherness. The four brothers’ sibling partnerships worked successfully for 50 years. They see all businesses as the Hinduja family’s business and not of any individual or any individual branch’s business. The third generation holds the reins and is working closely with the fourth generation. The family has a fortune worth $11.2 billion, which now stands disputed because the letter that all four brothers willingly signed in 2014 is now being contested in a legal battle in 2020. According to the letter, the financial assets of each brother belonged to every other brother and that each of them would appoint the others as their executors. The issue in the Hinduja family came in the light at the cousin’s consortium, when Srichand Hinduja’s daughter Vinoo moved to High Court in England, for the transition of ownership, seeking control of Switzerland-based Hinduja Bank for her family. The Hindujas face the twin threats of embarrassing exposures and a fragmentation of the family fortune at the third generation.
Corporate governance implies a connection between business and ethics; that is among the management, governance and control systems of an organization. Considering the importance of corporate governance in the context of sustainable development, the prime objective of the study is to know the corporate governance reporting practices of the Indian corporate units. considering Clause-49 as a benchmark for the purpose. For the purpose of the study, corporate governance reporting practices of various Indian units were analyzed for the year ending on March 31. 2006. 130 units listed with BSE were taken as a sample for the study.
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