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Article
Publication date: 2 July 2020

Neena Gopalan, Murugan Pattusamy and Kamala Gollakota

Numerous studies on Western samples exist on work–family conflict (WFC) and work–family enrichment (WFE). Generalizing such results to other cultures may lead to erroneous…

Abstract

Purpose

Numerous studies on Western samples exist on work–family conflict (WFC) and work–family enrichment (WFE). Generalizing such results to other cultures may lead to erroneous interpretations of results. The present study emphasizes the role of different types of support on both work–family conflict and enrichment among university faculty in India.

Design/methodology/approach

An online survey was administered to university faculty in India. Hierarchical regression analyses were used to test the hypotheses.

Findings

Results based on a sample of 199 university faculty in India indicated that supervisor and coworker support did not significantly reduce work–family conflict but increased work–family enrichment. The type of family support (instrumental versus emotional) had an impact, particularly on work-family enrichment.

Originality/value

Research on work–family dynamics in India is still in its nascent stage. This study attempted to address this gap by studying both conflict and enrichment dynamics in the family and work lives of university faculty in India.

Details

South Asian Journal of Business Studies, vol. 9 no. 3
Type: Research Article
ISSN: 2398-628X

Keywords

Article
Publication date: 1 April 2006

Kamala Gollakota and Vipin Gupta

The purpose of this paper is to trace the evolution and persistence of different forms of business ownership in conjunction with the values and institutions that shaped…

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Abstract

Purpose

The purpose of this paper is to trace the evolution and persistence of different forms of business ownership in conjunction with the values and institutions that shaped those forms, and discuss the implications for corporate governance in India.

Design/methodology/approach

Research paper analyzing broad historical trends, integrating multiple frameworks.

Findings

Many ownership forms exist: family, government, professional, and foreign (multinational firms). In each period, shifts in values resulted in shifts in institutional and legislative frameworks, which, in turn, gave rise to different forms of business ownership. The end result, however, has been an amalgamation of diverse co‐existing ownership models, with evidence of evolution towards more balanced values.

Research limitations/implications

Comparative research involving other national contexts will help broaden our understanding of the origins and persistence of different forms of governance. Exploration of other governance mechanisms, such as the changing roles of the board of directors or the impact of legislation, also can be explored in the Indian context.

Practical implications

As multinational firms expand their operations and outsourcing in India, they must understand the existing governance structures in order to better manage their activities.

Originality/value

Perspective of corporate ownership and governance in India using a cultural, institutional, and historical perspective.

Details

Journal of Management History, vol. 12 no. 2
Type: Research Article
ISSN: 1751-1348

Keywords

Article
Publication date: 27 June 2019

Shouvik Kumar Guha, Navajyoti Samanta, Abhik Majumdar, Mandeep Singh and Ananya Bharadwaj

The past few decades have seen a gradual convergence in corporate governance norms the world over, entailing a discernible shift towards shareholder primacy models. It…

Abstract

Purpose

The past few decades have seen a gradual convergence in corporate governance norms the world over, entailing a discernible shift towards shareholder primacy models. It holds particularly true of developing countries, many of which have steadily amended corporate governance norms to enhance the scope of shareholder rights. This is usually justified through the rationale that increasing protection for foreign investors and shareholders would mean greater investment in capital market and overall financial market development. In India, the shift coincides with a series of fundamental economic and financial policy reforms initiated in the 1990s: collectively and loosely referred to as “liberalisation”, this process marks a paradigm-shift from a tightly controlled welfare economy to one considerably more laissez-faire in its orientation. A fallout of which was that the need to attract and sustain foreign investments acquired an unprecedented significance. The purpose of this paper is to help the readers understand in this larger context the corporate law reform initiatives in India, particularly those pertaining to shareholder rights and allied issues.

Design/methodology/approach

This paper empirically tests the hypothesis that enhanced shareholder protection leads to greater levels of investments, and financial developments generally. It then uses regression analysis to detect if the change in corporate governance, making it more shareholder-friendly, has had any effect on growth in financial market. It is divided into two broad parts. The first tracks the evolution of corporate governance norms in India. A robust qualitative and quantitative analysis is used to determine the tilt towards a shareholder primacy regime that Indian corporate governance regime now displays. The second chapter deals with the regression analysis where the outcome variable is financial market growth, and explanatory variable is the change in the governance regime with relevant control variables.

Findings

The authors find that change in shareholder primacy corporate governance has little effect on financial market growth in India. The authors would suggest that instead of changing the law in books, more emphasis should be given to implement those regulations and increase the overall rule of law.

Originality/value

This is the first time that such a wide-scale study has been conducted in India, using Bayesian methods. It ought to be of immense value to professionals and academics both.

Details

Corporate Governance: The International Journal of Business in Society, vol. 19 no. 5
Type: Research Article
ISSN: 1472-0701

Keywords

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