Associate Professor of Entrepreneurship
Associate Professor of Strategy
; Business Groups ; CEO–analyst Ties ; Embeddedness ; Governance ; Imprinting ; Social Affiliations ; Social Structure ;
JOURNAL ARTICLE | Academy of Management Journal | 58 | April 2015
Modernizing without Westernizing: Social Structure and Economic Action in the Indian Financial Sector
In seeking to understand whether the transition by Asian countries to market economies mirrors the path taken by the West, the authors ask how embedded network ties between equity analysts and the CEOs of the firms they follow in India influence the accuracy of analysts’ earnings forecasts.The authors contrast traditional institutions of caste and regional language with contemporary institutions such as universities as the locus for such ties.The authors posit that CEOs from the post-economic-reform generation in India are more likely to transfer material private information via their school ties while pre-reform generation CEOs favor caste or language ties.The authors then contrast domestic business groups (BGs) with western MNCs as organizational contexts and argue that BGs legitimate the transfer of private information along particularistic ties, whereas MNCs mitigate such transfers.The conceptual framework is supported by analyses that draw on a sample of 1,552 earnings forecasts issued from 2001 to 2010 by 296 equity analysts. These findings suggest that the embeddedness perspective should be broadened to incorporate the influence of larger historical social structures within which economic action is embedded, and to view BGs as carriers and repositories that blend modern management practices with particularistic behavioral patterns among top executives.