Please use this identifier to cite or link to this item:
https://repository.iimb.ac.in/handle/2074/19228
DC Field | Value | Language |
---|---|---|
dc.contributor.author | Singla, Chitra | |
dc.contributor.author | Veliyath, Rajaram | |
dc.contributor.author | George, Rejie | |
dc.date.accessioned | 2021-05-18T14:25:57Z | - |
dc.date.available | 2021-05-18T14:25:57Z | - |
dc.date.issued | 2010 | |
dc.identifier.issn | 0065-0668 | |
dc.identifier.issn | 2151-6561 | |
dc.identifier.uri | https://repository.iimb.ac.in/handle/2074/19228 | - |
dc.description.abstract | The article examines the consequences of firm internationalization of the compensation of chief executive officers (CEO) and CEO duality and board structure through a multi-theoretic perspective. It describes how internationalization increases information processing demands on a company due to the added communications necessary to connect information asymmetries between management and board. Ways in which family business firms with their unique governance mechanisms moderate their relationships are explored. The relationships in a sample of 74 publicly listed companies in India from 2004 to 2008 are also presented. | |
dc.publisher | Academy of Management | |
dc.subject | Business firm | |
dc.subject | Internationalization | |
dc.subject | Family business | |
dc.subject | Corporate governance | |
dc.subject | Emerging market | |
dc.title | Internationalization, family business and corporate governance: An emerging market perspective. | |
dc.type | Presentation | |
dc.relation.conference | Academy of Management Conference, 6-10 August, 2010, Montreal, Canada | |
dc.relation.publication | Influence of internal corporate governance mechanisms on use of IPO proceeds by Indian firms | - |
dc.identifier.doi | 10.5465/ambpp.2010.54493684 | |
dc.pages | 8p. | |
dc.vol.no | Vol.2010 | |
dc.issue.no | Iss.1 | |
Appears in Collections: | 2010-2019 P |
Files in This Item:
File | Size | Format | |
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George_AOM_2010_Vol.2010_Iss.1.pdf | 133.85 kB | Adobe PDF | View/Open |
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