FAMILY GENERATION, LEADERSHIP, AND PERFORMANCE: THE ROLE OF OUTSIDE DIRECTORS IN INDIAN FAMILY FIRMS

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Abstract

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.

Keywords: Corporate Governance, Family Firms, Emerging Economies

How to cite this paper: Johl, S., Jackling, B., & Joshi, M. (2010). Family generation, leadership, and performance: The role of outside directors in Indian family firms. Corporate Ownership & Control, 8(1-6), 646-661. https://doi.org/10.22495/cocv8i1c6p6