Tata Sons and the Mystery of Mistry: Case

By: Material type: BookBookSeries: Vikalpa: The Journal for Decision MakersAnalytics: Show analyticsPublication details: India Sage Jul-Sep2020Description: Jul-Sep2020, Vol. 45 Issue 3, p170-182. 13pSubject(s): Online resources: Summary: The board of Tata Sons shocked corporate India by sacking their chairperson, Cyrus Mistry, on 24 October 2016 (a little less than four years after he was made chairperson), and replacing him with his predecessor, Ratan Tata, as an interim chairperson. Other than government (state-owned) companies, most of the big companies in India are family-owned, and the families exercise control over the company through a large block holding kept within the family. ([9]) Mistry has alleged that he was reduced to being a "lame duck chairman", while Ratan Tata remained a towering figure influencing the decisions even during the board meetings, which forced him to circulate a corporate governance note 'in order to clarify the distinct roles of Tata Trusts, Tata Sons Board and the Boards of the operating companies' ([9]). After sacking Mistry from the chairpersonship of the Tata Sons board, they began proceedings to have him fired as chairperson from other Tata companies' boards too.
Tags from this library: No tags from this library for this title. Log in to add tags.
Star ratings
    Average rating: 0.0 (0 votes)
Holdings
Item type Current library Call number Status Date due Barcode
Case Study Case Study Main Library Online Access Available Case12

The board of Tata Sons shocked corporate India by sacking their chairperson, Cyrus Mistry, on 24 October 2016 (a little less than four years after he was made chairperson), and replacing him with his predecessor, Ratan Tata, as an interim chairperson. Other than government (state-owned) companies, most of the big companies in India are family-owned, and the families exercise control over the company through a large block holding kept within the family. ([9]) Mistry has alleged that he was reduced to being a "lame duck chairman", while Ratan Tata remained a towering figure influencing the decisions even during the board meetings, which forced him to circulate a corporate governance note 'in order to clarify the distinct roles of Tata Trusts, Tata Sons Board and the Boards of the operating companies' ([9]). After sacking Mistry from the chairpersonship of the Tata Sons board, they began proceedings to have him fired as chairperson from other Tata companies' boards too.

There are no comments on this title.

to post a comment.

Powered by Koha