Corporate Governance and Corporate Social Responsibility: An Indian Case Study

Ananda Gupta

Chapter 7 in Corporate Governance, Responsibility and Sustainability, 2015, pp 117-139 from Palgrave Macmillan

Abstract: Abstract The challenge of the times would seem to involve a call for personal transformation through which social and conceptual frameworks can be viewed anew. Willingness to sacrifice inherited perspectives is an indication of the dimension of the challenge — most dramatically illustrated by willingness to risk death. However, physical death is not the issue, and may easily be a simplistic, deluded impulse lending itself to manipulation. Destruction of frameworks valued by others is equally suspect. Such dramatics provide rewards within the very frameworks whose nature the individual needs to question, but by which he or she may need to choose to be constrained.

Keywords: Corporate Social Responsibility; Corporate Governance; Stock Exchange; Independent Director; Chief Executive Officer (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-36185-1_7

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DOI: 10.1057/9781137361851_7

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