World Bank2012-08-132012-08-132011-01https://hdl.handle.net/10986/11070The structures, institutions, and legal framework of corporate governance are developed and administered by individuals whose behaviors are shaped by cultural and personal concepts of hope, ambition, greed, fear, uncertainty, and hubris, as well as by the social ethos. A problem arises when these influences do not conform to the regulatory prescriptions of corporate governance. This private sector opinion explores the dynamics of culture and corporate governance in India by calling attention to three areas where the clashes are strongest: related-party transactions, the promoter's or large shareholder's actions, and the board's nominations, deliberations, and effectiveness.CC BY-NC-ND 3.0 IGOACCESS TO CAPITALACCOUNTABILITYACCOUNTINGACCOUNTING STANDARDACQUISITIONSALLEGIANCEAMBITIONAUDIT COMMITTEESBAD FAITHBANKRUPTCYBOARD MEETINGSBORDER MERGERSBROKERAGEBUSINESS LAWBUSINESS OPPORTUNITYCAPITAL MARKETSCASH FLOWCHIEF EXECUTIVECOLLECTIVECOMMODITIESCOMPANIES ACTCOMPANYCONFLICT OF INTERESTCONSENSUSCONTROLLING SHAREHOLDERSCORPORATE BEHAVIOURCORPORATE ENTITIESCORPORATE ENTITYCORPORATE FINANCECORPORATE FORMCORPORATE GOVERNANCECORPORATE GOVERNANCE PRINCIPLESCORPORATE GOVERNANCE REFORMCORPORATE GOVERNANCE REFORMSCORPORATE LAWCORPORATE SOCIAL RESPONSIBILITYCORPORATE WRONGDOINGCORRUPTIONCREDIBILITYDEBTDECISION-MAKINGDECISION-MAKING PROCESSESDEEDSDELAWAREDERIVATIVEDEVELOPING COUNTRIESDISCLOSUREECONOMIC ACTIVITYECONOMIC DEVELOPMENTECONOMIC REFORMSEMERGING ECONOMIESEMERGING MARKETSENACTMENTENFORCEMENT MECHANISMSENVIRONMENTAL ISSUESENVIRONMENTAL RISKSEXCHANGE BOARDEXPORTERFAMILY BUSINESSFAMILY BUSINESSESFAMILY FIRMSFINANCE COMPANIESFINANCE CORPORATIONFINANCIAL CRISISFINANCIAL MARKETFINANCIAL SECTORFIRM PERFORMANCEFIRM-LEVEL CORPORATE GOVERNANCEFOREIGN CAPITALFOREIGN INSTITUTIONAL INVESTORSFOREIGN INVESTORSFRAUDFREE PRESSGLOBAL CAPITALGLOBAL CAPITAL MARKETSGLOBAL CORPORATE GOVERNANCEGLOBAL PRIVATE SECTORGLOBAL STANDARDSGLOBALIZATIONGOOD CORPORATE GOVERNANCEGOVERNANCE CHALLENGESGOVERNANCE ISSUESGOVERNANCE PRACTICEGOVERNANCE PRACTICESGROUP COMPANIESHARMONIZATIONHOLDINGHOLDINGSINCOMEINCOME TAXINDEPENDENT DIRECTORINDEPENDENT DIRECTORSINDIVIDUALSINEQUALITYINFORMATION TECHNOLOGYINSTITUTIONAL INVESTORSINSURANCEINTERNATIONAL FINANCEINTERNATIONAL LAWINVESTMENT BANKINGINVESTMENT OPPORTUNITYLARGE SHAREHOLDERLEGAL FRAMEWORKLEGAL PROTECTIONLEGAL TRADITIONSLIBERALIZATIONLIFE INSURANCELIFE INSURANCE COMPANYLIMITEDLOCAL GOVERNANCELOCAL INSTITUTIONSLTD.MANAGERSMARKET REGULATIONMARKET VALUESMINORITY SHAREHOLDERMINORITY SHAREHOLDERSMISMANAGEMENTMONETARY FUNDMORAL VALUESMULTINATIONAL CORPORATIONSMUTUAL FUNDSOWNERSHIP CONCENTRATIONPOLITICAL ECONOMYPOLITICIANSPREFERENTIAL TREATMENTPRIVATE EQUITYPROPERTY RIGHTSPROXYREGULATORSREGULATORY FRAMEWORKREGULATORY STANDARDSREGULATORY SYSTEMREPUTATIONRESERVERESERVE BANKRETURNSRETURNS ON EQUITYSCANDALSECURITIESSECURITIES EXCHANGESECURITIES MARKETSECURITIES MARKETSSHARE PRICESSHARE VALUATIONSHAREHOLDERSHAREHOLDER APPROVALSHAREHOLDER ENGAGEMENTSHAREHOLDER VALUESHAREHOLDER VOTESHAREHOLDER VOTESSHAREHOLDERSSOCIAL NORMSSOCIAL RESPONSIBILITYSOCIAL RISKSSOCIETIESSOCIETYSTAKEHOLDERSTAKEHOLDER RELATIONSHIPSSTAKEHOLDERSSTATE ENTERPRISESSTATE GOVERNMENTSTOCK EXCHANGESTOCK EXCHANGE LISTINGSTOCK EXCHANGESSUBSIDIARYTAKEOVERTAKEOVER TARGETTELECOMMUNICATIONSTHEORY OF CORPORATE GOVERNANCE SYSTEMSTRANSACTIONTRANSACTION COSTSTRANSPARENCYTRUST FUNDTRUSTSTURNOVERVALUATIONSVOTINGWORLD ECONOMYWorld Bank10.1596/11070