Family generation, leadership and performance : the role of outside directors in Indian family firms

Johl, Shireenjit, Jackling, Beverley and Joshi, Mahesh 2010, Family generation, leadership and performance : the role of outside directors in Indian family firms, Corporate ownership & control, vol. 8, no. 1, Fall, pp. 646-662.

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Title Family generation, leadership and performance : the role of outside directors in Indian family firms
Author(s) Johl, Shireenjit
Jackling, Beverley
Joshi, Mahesh
Journal name Corporate ownership & control
Volume number 8
Issue number 1
Season Fall
Start page 646
End page 662
Total pages 17
Publisher Virtus Interpress
Place of publication Sumy, Ukraine
Publication date 2010
ISSN 1727-9232
1810-3057
Keyword(s) corporate governance
family firms
emerging economies
Summary This paper addresses the presence of outside directors in family firms in India examining the generation of the firm and years of operation. Aspects of corporate leadership such as family member as CEO, as well as the CEO's role in a founding family firm, are considered in relation to financial performance. The findings show that outside directors do not significantly increase firm performance of family firms demonstrating their ineffective monitoring role. Contrary to studies from developed economies, more established family businesses in India outperform founding firms. Overall the study demonstrates that corporate governance issues related to Indian family firms differ from the findings from more developed economies. This finding has implications for further governance reforms in emerging economies.
Language eng
Field of Research 150303 Corporate Governance and Stakeholder Engagement
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category C1 Refereed article in a scholarly journal
Persistent URL http://hdl.handle.net/10536/DRO/DU:30032248

Document type: Journal Article
Collections: Faculty of Business and Law
School of Accounting, Economics and Finance
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