IndiGo: Cruising in Market but Crashing Within

2021 ◽  
pp. 097282012199495
Author(s):  
Reeti Kulshrestha ◽  
Arunaditya Sahay ◽  
Subhanjan Sengupta
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Vested Interests ◽  
To Come

M. Damodaran,1 chairman IndiGo, has a lot on his plate, and the servings are not over yet. What happened on 26 April 2019, was just a precursor to what was eventually to follow. Aditya Ghosh,2 the longstanding director of InterGlobe3 for 10 years, resigned from his position, making way for Greg Taylor4 as president and chief executive officer (CEO). Rahul Bhatia5 became the interim CEO. This, ironically, happened when the airline had bagged in traffic rights to as many as 15 countries, including France, UK and Germany. The most ill-timed dispute between the two co-founders of IndiGo, Rakesh Gangwal6 and Rahul Bhatia, which had been brewing for about a year, came out in the open on 16 July 2019, at the most inopportune moment. Rakesh Gangwal alleged violations of corporate governance rule at IndiGo7 and requested the Securities and Exchange Board of India8 (SEBI) to intervene. The feud between the founders of InterGlobe Aviation Ltd. opened a can of worms, although Gangwal was not inclined to sell or raise his stakes. Analysts wondered about the timing of the complaints to SEBI: Why now? Will IndiGo be able to come out of this predicament or follow Kingfisher and Jet Airways’ footsteps?11 Will it be yet another episode of shallow vested interests? Will this lead to the downfall of IndiGo,12 or will it survive the turbulence and keep flying like a phoenix?

scholarly journals Aplicação dos princípios da governança corporativa ao sector público

2007 ◽  
Vol 11 (2) ◽  
pp. 11-26 ◽  
Author(s):  
Maria da Conceição da Costa Marques
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officer ◽  
Chief Executive

A corporate governance na perspectiva dos Estados Unidos influenciou largamente a Europa, mas não serviu assim tão bem quanto isso. A corporate governance é para assegurar que as empresas apresentam melhor performance, melhor monitorização e protecção dos investidores. No modelo anglo-saxónico, os accionistas estão longe da empresa, mas nos Estados Unidos as administrações são dominadas pela gestão, e existe algum conflito real entre o CEO (Chief Executive Officer) e o Presidente. Sob várias perspectivas, o modelo europeu é um bom modelo porque a maioria das empresas têm um grupo de accionistas que exercem uma influência directa no controlo dos negócios das empresas, mesmo que alguns não o façam. Em Portugal, esta situação requer novas estruturas e atitudes. As empresas locais ainda não quantificaram os custos de uma fraca governação. O teste deste sucesso será o encaminhamento do capital para mercados onde os investidores têm confiança. Um caminho português deve ser encontrado. Neste estudo pretende-se apresentar como os princípios da corporate governance podem ser aplicados ao sector público.

scholarly journals Corporate governance in the Brazilian banking sector: A study of practices adopted by the boards

2011 ◽  
Vol 8 (2) ◽  
pp. 37-46
Author(s):  
Marcelle Colares Oliveira ◽  
Lindenberg Araújo Aragão ◽  
Vera Maria Rodrigues Ponte
Keyword(s):  
Corporate Governance ◽  
Best Practices ◽  
Chief Executive Officer ◽  
Board Member ◽  
Banking Sector ◽  
Early Stage ◽  
Chief Executive ◽  
Stage Of Development ◽  
Banking Institutions ◽  
And Control

This study is an analysis of the best practices of corporate governance adopted by the boards of Brazilian banking institutions. The findings show that most banks adhere to the latest Brazilian Institute of Corporate Governance guidelines with regard to board size and to the standards required by BM&FBovespa in terms of independence. The banks studied are rigorous with regard to audits and control in the process of corporate governance and most have a diversified board with the positions of chief executive officer and chairman occupied by different individuals. Practices regarding disclosure of board member remuneration are still at an early stage of development with banks restricting disclosure to what is required by law.

scholarly journals Leadership and Ethnicity in Public Companies in Malaysia

2007 ◽  
Vol 2 (2) ◽  
Author(s):  
Dominic Lai Yew Hock
Keyword(s):  
Corporate Governance ◽  
Financial Performance ◽  
Chief Executive Officer ◽  
Stock Exchange ◽  
Chief Executive ◽  
Listed Companies ◽  
Business Culture ◽  
Foreign Direct Investments ◽  
Gross Margin ◽  
Leadership Structure

Corporate Governance gained prominence in Malaysia during the Asian financial crisis of 1997, which operated as a wake up call that the existing corporate governance structures in public listed companies were insufficient. In response, Kuala Lumpur Stock Exchange issued the Listing Requirements on 22 January 2001 to regain investors’ confidence and attract foreign direct investments. The Listing Requirements included a Code of Best Practices in Corporate Governance that favours the leadership structure of separate Chairman/Chief Executive Officer posts. Malaysia is a multi-racial country comprising predominantly of the indigenous Malays, the Chinese and the Indians. The Chinese in Malaysia continue to play a significant role in the economy. These Chinese practise a distinctive Chinese business culture in the running of their businesses. The literature reveals that the adoption of the prescribed leadership structure of separating the Chairman and Chief Executive Officer positions is not likely to improve the financial performance of Chinese controlled companies. An empirical research is conducted, using 218 Chinese controlled public listed companies in Malaysia. The data covered three years from 2001 to 2003. Financial performances of the companies were measured using return on equity, earnings per share, dividend per share, liquid asset per share and gross margin. t-test and Mann Whitney test were used. The results show that there has been widespread adoption of the leadership structure recommended under the Code by the sample companies. The results also show that adoption of the prescribed leadership structure under the Code has no significant impact on the financial performance of the sample companies.

scholarly journals Institutional shareholding as a corporate governance mechanism that drives Chief Executive Officer pay

2020 ◽  
Vol 23 (3) ◽  
pp. 217-233
Author(s):  
María Consuelo Pucheta-Martínez ◽  
Carlos Chiva-Ortells
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Jel Classification ◽  
Governance Mechanism ◽  
Pressure Sensitive ◽  
Variable Pay ◽  
Ceo Pay ◽  
Corporate Governance Mechanism ◽  
The Impact

We explore the effect of institutional directors on Chief Executive Officer (CEO) pay (total, fixed, and variable compensation). We delve particularly into the impact of pressure-sensitive and pressure-resistant institutional directors, who, respectively, represent institutional investors who maintain and investors who do not maintain a business relationship with the firm whose board they serve on. Focusing on CEO total pay, the findings show that institutional and pressure-resistant directors on boards behave similarly, affecting CEO total pay in a nonlinear way: as the presence of institutional and pressure-resistant directors on boards increases, the monitoring hypothesis prevails, and subsequently, better corporate governance decreases CEO total pay. However, when their presence on boards exceeds a critical point, the entrenchment hypothesis holds, thereby leading to an increase in CEO total pay. Contrary to our predictions, pressure-sensitive directors do not affect CEO total pay. Regarding the CEO’s compensation structure (fixed and variable), the results suggest that institutional and pressure-resistant directors increase fixed compensation and reduce variable pay, while pressure-sensitive directors affect neither fixed nor variable compensation. This evidence supports the view that institutional directors should be considered as a heterogeneous collective. JEL CLASSIFICATION: G3, G34, M12

scholarly journals PENERAPAN GCG DAN DAMPAKNYA PADA CSR (PERUSAHAAN PEMENANG IIGC – ASEAN CG SCORECARD)

2020 ◽  
Vol 13 (2) ◽  
Author(s):  
Ririn Breliastiti ◽  
Sucinda Putri ◽  
Silwy Valentina
Keyword(s):  
Corporate Governance ◽  
Empirical Evidence ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Financial Statements ◽  
Award Winning ◽  
Independent Variable ◽  
Csr Disclosure ◽  
Source Of Information

Indonesia is ranked among the lowest in corporate governance in Southeast Asia. The better the application of CG is expected to be the better the company's CSR disclosure. In the digital age, a company's website is one source of information that can be used by companies to report and disclose CSR activities. This study aims to obtain empirical evidence regarding whether the implementation of GCG will impact the company's ability to disclose its CSR activities on the official website. This research is a comparative causal study, which the independent variable (X) is GCG and the dependent variable (Y) is CSR. Information on the company's annual financial statements is obtained from www.idx.co.id, while data on award-winning companies provided by IICG were obtained from SWA Magazine. The results of the study show that GCG has not been proven to have an impact on the disclosure of CSR activities on the website. Indications are that the organs in GCG function more to protect the interests of shareholders. In the realm of CSR, the role of this GCG organ has not been specifically regulated. CSR is an embodiment of GCG principles, namely responsibility and transparency of information. Companies that are committed to carrying out CG properly and consistently should realize these principles in CSR activities and report/ disclose these CSR activities through the official website. Companies that have been awarded as Indonesia Most Trusted Companies should be an example or benchmark for other companies. For this reason, seriousness, seriousness and commitment are needed, especially from the Chief Executive Officer (CEO) in running GCG. Keywords: GCG, CSR, IIGC, website

scholarly journals Enron fiasco: Business difficulty and the role of Enron’ directors

2011 ◽  
Vol 8 (4) ◽  
pp. 165-168
Author(s):  
Huu Cuong Nguyen
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Dual Role ◽  
Law Reform ◽  
Organisational Structure ◽  
High Profile ◽  
New Period

Enron Corporation’s high-profile collapses marked a new period for dramatic changes to corporate governance worldwide that mainly focuses on law reform to prevent, or al least mitigates, similar future corporate collapse. The paper investigates Enron’s demise by addressing the two main aspects: Enron’s business and the role of Enron’s director in governing the Corporation, especially with the presence of dual role of the chairman and chief executive officer in its organisational structure

scholarly journals SMEs Corporate Governance Mechanisms and Business Performance: Evidence of an Emerging Economy

2021 ◽  
Vol 5 (1) ◽  
pp. 155-169
Author(s):  
Ronald Essel ◽  
Emmanuel Addo
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officer ◽  
Business Performance ◽  
Gender Diversity ◽  
Chief Executive ◽  
The Body ◽  
Data Availability ◽  
Annual Reports ◽  
Governance Mechanisms ◽  
Extant Literature

This paper empirically examines the nexuses between SMEs governance mechanisms [board size (BS), board composition (BC), chief executive officer duality (CEOD), chief executive officer tenure (CEOT), board meetings (BMET), gender diversity (GEND), firm size (SZ) and firm age (AGE)] and business performance (BP) [ROA and Tobin’s Q]. The study deployed panel data multivariate regression via fixed effect for its analysis. By using annual reports of 124 Ghanaian SMEs selected on the basis of data availability, covering 2010-2019, the paper explored SMEs governance-performance-connexion by following the methodologies of researchers/scholars in extant literature. Findings/Results indicates that, there exists positive relationships among CEOT, BMET, SZ and AGE and BP. Nevertheless, BS, BC, CEOD and GEND depicted negative relationships with BP. Findings showed there are mixed results vis-à-vis governance mechanisms and BP. Findings further connote that; Ghanaian SME sector have distinctive attributes and may respond differently to governance mechanisms. Stakeholders will be abreast of the happenings in the Ghanaian SME sector for improved governance mechanisms. This paper contributes to the body of knowledge in extant literature on corporate governance and BP in the SME sector from an emerging economy’s perspective.

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