Ownership pattern of the Indian corporate sector
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Ownership pattern of the Indian corporate sector implications for corporate governance

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Published by Institute for Studies in Industrial Development in New Delhi .
Written in English


Book details:

Edition Notes

StatementK.S. Chalapati Rao, Atulan Guha
The Physical Object
Paginationii, 25 p.
Number of Pages25
ID Numbers
Open LibraryOL24824288M
LC Control Number2011321070

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Ownership Patterns in India. Corporate ownership in India is predominantly concentrated inthe hands of domestic individuals and promoter groups, multinational parents, or the state. Much of the family and other domestic holdings could be traced back to the days of the British ManagingCited by: 9. In particular, the aggregate interest coverage of the corporate sector indicates that potential nonperforming loans of the corporate sector remain high. This underscores the need for close monitoring of the corporate sector in the future. JEL Classification Numbers: G20, G30, O53 Keywords: Indian corporate sector, Indian financial sectorFile Size: KB.   This paper tracks the movements in corporate ownership in India among its top companies in the first decade of the new millennium and moving forward in to the second. It offers a fascinating kaleidoscope of the changing political and regulatory environment driving ownership patterns in by: 9. on the corporate ownership structure regarding shareholding pattern and firm’s performance in emerging market as like as India, I highlight that the corporate sectors in India are involved with a large number of corporate firms. Many of the corporate.

  of the new millennium saw dramatic changes in the ownership patterns in major listed corporations in India. Two developments were striking: promoters, especially in the domestic private sector, bolstered up their holdings to ensure continued entrenchment; and . An Overview of the Indian Stock Market with Emphasis on Ownership Pattern of Listed Companies* K.S. Chalapati Rao Although audit is the most pressing area for change, it is not the only one. The Enron fiasco has shown that all is not well with the governance of many big American companies. Over the years all sorts of checks and balances have been. The Evolution of Concentrated Ownership in India Broad Patterns and a History of the Indian Software Industry1 Tarun Khanna and Krishna G. Palepu J I. Introduction Concentrated ownership has been an important feature of the Indian private sector for the past seven decades. In this respect, India is no different from several other. This book presents a comprehensive survey of the Indian Economy in terms of GDP growth, savings, investment and developments in various sectors such as agriculture, industry and services. A contradiction observed in India is that while the reform process has resulted in boosting GDP growth, it has failed to yield acceleration in the process of.

  Vertical Ownership Pattern-In this, an organization owns or operates different media enterprises or some other enterprise under the same ownership. E.g: India Today Group, Living Media or Big Media-Reliance group. The India Today Group has Mail Today, Business Today, Aaj Tak and Headlines Today under itself – making it a combination of magazines, newspapers and TV Channels, yet they still fall under the same ownership . the structure of the Indian economy is expected to reveal the importance of the resource intensive, technology intensive and labour and capital-intensive sectors in the production structure of the Indian economy. The structural relationship of an economy can be examined by using the input-output by: 5. The ownership pattern of corporate enterprises can be broadly of three types: (i) Widely dispersed, ownership particularly amongst large number of individual shareholders; (ii) Promotors. Corporate Governance in India is a very useful resource for researchers and schol­ars who work in this field ‘a ready reckoner’ on Indian corporate Governance This book is a result of scrupulous and timely research on corporate governance in book is 3/5(1).