Professional Documents
Culture Documents
Table of Contents
Acknowledgement.......................................................................................................................................2
List of tables and figures..............................................................................................................................3
Abbreviations..............................................................................................................................................4
Executive Summary.....................................................................................................................................5
Introduction to Corporate Governance.......................................................................................................5
Objective.....................................................................................................................................................6
Scope of the Study.......................................................................................................................................6
Limitations of the Study...............................................................................................................................6
Methodology...............................................................................................................................................6
Need for Corporate Governance in India.....................................................................................................7
Good governance....................................................................................................................................7
Characteristics of good governance:.......................................................................................................7
Social Reporting in Corporate Governance..................................................................................................9
Principles of Good Governance.................................................................................................................10
Social Performance of Business in India....................................................................................................12
Introduction of Media...............................................................................................................................13
Types of media......................................................................................................................................13
Response for media in India:.....................................................................................................................17
Role of media............................................................................................................................................18
Theoretical Framework.............................................................................................................................22
Other Institutional Factors.........................................................................................................................32
Empirical Results.......................................................................................................................................33
A case in Russia..........................................................................................................................................37
Findings.....................................................................................................................................................42
Recommendations/suggestions................................................................................................................43
Conclusion.................................................................................................................................................43
References.................................................................................................................................................44
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THE ROLE OF MEDIA IN ENSURING CORPORATE GOVERNANCE
Acknowledgement
I hereby convey my deep acknowledgement to all those who made it possible for me to
complete this independent study, by extending their support and continuous co-operation.
I would like to acknowledge the consistent encouragement extended by Dr. Kamal Ghosh
Ray, Director and Dr. Ch. S. Durga Prasad, Dean-Academic Planning of Vignana Jyothi Institute
of Management. I would also like to thank my faculty members and my coordinator Col. (Retd.)
Saeed Ahmad.
Finally I would like to thank all my friends, batch mates and staff members without
whom this project work would not have been successfully completed
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THE ROLE OF MEDIA IN ENSURING CORPORATE GOVERNANCE
Names ………………………………………….….page
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Abbreviations
7) PTV---------------PAKISTAN TELEVISION
INDUSTRY
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Executive Summary
In this paper, we discuss the role of the media in pressuring corporate managers and
directors to behave in ways that are “socially acceptable”. Sometimes this coincides with
shareholders’ value maximization, others not. We provide both anecdotal and systematic
evidence that media affect companies’ policy toward the environment and the amount of
corporate resources that are diverted to the sole advantage of controlling shareholders. Our
results have important consequences for the focus of the corporate governance debate and for the
feasibility of reforms aimed at improving corporate governance around the world with the help
of media.
Objective
Is to study the role of media in ensuring corporate governance in the present world and to
study the what is the power of media in ensuring media especially in India.
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2) Now a days every big company is coming with there own channel, newspapers, or any
other type of media. So they are not ethical and wont provide correct information.
Methodology
The methodology adopted for this study is exploratory using the open-ended approach.
This open ended questions are posed to media persons and other industry persons. The primary
data collected would be complemented by secondary data such as Articles, Journals books,
magazines, corporate governance text book and data collected from official web sites.
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Good governance
Good governance has 8 major characteristics. It is participatory, consensus oriented,
accountable, transparent, responsive, effective and efficient, equitable and inclusive and follows
the rule of law. It assures that corruption is minimized, the views of minorities are taken into
account and that the voices of the most vulnerable in society are heard in decision-making. It is
also responsive to the present and future needs of society.
Participation
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Rule of law
Good governance requires fair legal frameworks that are enforced impartially. It also
requires full protection of human rights, particularly those of minorities. Impartial enforcement
of laws requires an independent judiciary and an impartial and incorruptible police force.
Transparency
Transparency means that decisions taken and their enforcement are done in a manner that
follows rules and regulations. It also means that information is freely available and directly
accessible to those who will be affected by such decisions and their enforcement. It also means
that enough information is provided and that it is provided in easily understandable forms and
media.
Responsiveness
Good governance requires that institutions and processes try to serve all stakeholders
within a reasonable timeframe.
Consensus oriented
There are several actors and as many view points in a given society. Good governance
requires mediation of the different interests in society to reach a broad consensus in society on
what is in the best interest of the whole community and how this can be achieved. It also requires
a broad and long-term perspective on what is needed for sustainable human development and
how to achieve the goals of such development. This can only result from an understanding of the
historical, cultural and social contexts of a given society or community.
A society’s well being depends on ensuring that all its members feel that they have a
stake in it and do not feel excluded from the mainstream of society. This requires all groups, but
particularly the most vulnerable, have opportunities to improve or maintain their well-being.
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Good governance means that processes and institutions produce results that meet the
needs of society while making the best use of resources at their disposal. The concept of
efficiency in the context of good governance also covers the sustainable use of natural resources
and the protection of the environment.
Accountability
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On the one hand, businessmen recognize that since they are managing an economic unit
in society, they have a broad obligation to the community with regard to economic development
affecting public welfare (such as full employment, inflation and maintenance of competition). On
the other hand, a businessman’s obligation to nature and developing human values (such as
moral cooperation, motivation, and self-reliance in work). Accordingly, the term ‘social
responsibility’ refers to both socio- economic and socio human obligation to others.
An investor that has been particularly active in promoting good corporate governance
practices for many years is the California Public Employees Retirement System (CalPERS), one
of the world’s largest institutional investors. It has been particularly active in setting out both
U.S. and international corporate guidelines and other principles and practices for effective
governance (CalPERS, 2004).
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ACC is spending approximately Rs. 6 lakh annually on its staff, which works for rural
development programmes with direct investment. The Mafatlal Group follows a slightly different
line in social performance. It spends a huge fund on rural welfare programmes for helping the
poor. It constructs homes for the homeless, provides drinking water, and distributes book,
stationery and scholarships in rural areas.
The Tata Iron and Steel Company is the first industrial organization in the country to
have carried out a social audit of its performance in the year 1979. In the public sector, Bharat
Heavy Electrical Ltd. (BHEL) is endeavoring to play a prominent role in the area of social
responsibility. All division of BHEL, are aware of their social role and have drawn
comprehensive scheme for the welfare of their employees in social role and have drawn
comprehensive scheme for the welfare of their employees in township and for those living in
nearby areas. The company is engaged in identifying specific problems of communities and in
coordinating the efforts with the local bodies, authorities and voluntary agencies in providing
speedy relief to them.
The active involvement of BHEL and its employees in the welfare of the surrounding
communities is helping the organization to earn the goodwill of the local population and to have
a better understanding of their problems. Jobs done by BHEL units in this respect include
provision of drinking water facilities, construction of external sewers, roads and culverts,
providing health facilities, improving the quality of life by redesigning jobs, improving
educational facilities and so-on.
Many Indian companies have given ‘Value Added Statement’ in their annual reports in
place of a social reporting. This statement exhibit the contribution and surplus made by them
through their business activities and also disclosure as to how the same has been distributed to
different segment of the society such as employees, government and shareholders, etc. Beside,
Social Income Statement and Social Balance Sheet given by some Indian companies in their
annual reports would prove very useful to the users and other interested persons. The
government should make it obligatory on the part of the companies to report their ‘Social
Performance’ during the year through statements and/or other means of disclosure.
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Introduction of Media
In general, "media" refers to various means of communication. For example, television,
radio, and the newspaper are different types of media. The term can also be used as a collective
noun for the press or news reporting agencies. In the computer world, "media" is also used as a
collective noun, but refers to different types of data storage options.
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History of newspapers:
Media in India initiated since the late 1700s with print media started in
1780, radio broadcasting initiated in 1927, and the screening of Auguste and Louis
Lumière moving pictures in Bombay initiated during the July of 1895, is among the oldest and
largest media of the world. Indian media are private media in particular has been free and
independent throughout most of its history. The period of emergency (1975–1977), declared
by Prime Minister Indira Gandhi, was the brief period when India's media was faced with
potential government retribution.
The country consumed 99 million newspaper copies as of 2007 making it the second
largest market in the world for newspapers. By 2009, India had a total of
81,000,000 Internet users comprising 7.0% of the country's population, and 7,570,000 people in
India also had access to broadband Internet as of 2009 and making it the 12th largest country in
the world in terms of broadband Internet users. As of 2009, India is among the 4th
largest television broadcast stations in the world with nearly 1,400 stations.
James Augustus Hickey is considered as the "father of Indian press" as he started the first
Indian newspaper from Calcutta, the Calcutta General Advertise or the Bengal Gazette in
January, 1780. In 1789, the first newspaper from Bombay, the Bombay Herald appeared,
followed by the Bombay Courier next year (this newspaper was later amalgamated with the
Times of India in 1861).
The first major newspaper in India is The Bengal Gazette was started in 1780 under
the British Raj. Other newspapers such as The India Gazette, The Calcutta Gazette, The Madras
Courier (1785), The Bombay Herald (1789) etc. soon followed. These newspapers carried news
of the areas under the British rule. The Times of India was founded in 1838 as The Bombay
Times and Journal of Commerce by Bennett, Coleman and Company, a colonial enterprise now
owned by an Indian conglomerate. The Times Group publishes The Economic Times (launched
in 1961), Navbharat Times (Hindi language), and the Maharashtra (Marathi language).
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During the 1950s 214 daily newspapers were published in the country. [2] Out of these, 44
were English language dailies while the rest were published in various regional languages. [2] This
number rose to 2,856 dailies in 1990 with 209 English dailies. [2] The total number of newspapers
published in the country reached 35,595 newspapers by 1993 (3,805 dailies).
Newspaper sale in the country increased by 11.22% in 2007. By 2007, 62 of the world's
best selling newspaper dailies were published in China, Japan, and India. India consumed 99
million newspaper copies as of 2007—making it the second largest market in the world for
newspapers.
Radio broadcasting was initiated in 1927 but became state responsibility only in 1930. In
1937, it was given the name All India Radio and since 1957 it has been called Akashvani.
Limited duration of television programming began in 1959, and complete broadcasting followed
in 1965.
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stations as of 2009, the country ranks 4th in the list of countries by number of television
broadcast stations.
The history of film in India begins with the screening of Auguste and Louis
Lumière moving pictures in Bombay during the July of 1895. Raja Harishchandra a full-length
feature film was initiated in 1912 and completed later. Alam Ara (released 14 March 1931)
directed by Ardeshir Irani was the first Indian movie with dialogs.
Indian films were soon being followed through out Southeast Asia and the Middle East
where modest dressing and subdued sexuality of these films was found to be acceptable to the
sensibilities of the audience belonging to the various Islamic countries of the region. As cinema
as a medium gained popularity in the country as many as 1,000 films in various languages of
India were produced annually.
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Role of media
Media role can be seen as key to creating awareness of Corporate Governance in business
houses. Communication between Media and Corporate bodies directly and through efficient
public relations or mass communications can be vital to ensure good governance and human
rights. Media must be on the front line in disseminating impartial news for ensuring transparency
in the Corporate sector. Media have a watchdog role to ensure accountability and transparency of
corporate sector. Media also need to improve their capacity to play the watchdog role.
The Media can play a role in Corporate Governance by affecting reputation at least 3
ways that Anyone seeing the ad would read it, Anyone reading the ad would understand it,
Anyone understanding it would feel free to ask questions of any board members they
encountered
Media attention can drive politicians to introduce Corporate Law reforms in the belief
that inaction would hurt their future political careers or shame them in the eyes of Public opinion
In the Traditional understanding of Reputation, Managers wages in the future depend on
Shareholders’ and Employer’s belief that how much advantage they are going to take of the
situation that they are not monitored. Thos concern about Monetary Penalty that they may have
to face they always behave like good managers Image in the eyes of the Public. As given in the
first example, Robert Monk said bout the Advertisement.
Role of Media in pressuring corporate managers and directors to behave in ways those
are socially acceptable. Sometimes this coincides with Shareholder’s value maximization. Media
affects companies’ policy toward the environment and the amount of corporate resources that are
diverted to the sole advantage of controlling shareholders. Here I have quoted two examples
though not Indian but will very well explain the effect of Media on corporate governance.
EXAMPLE 1. In April 1992, the Wall Street Journal published a strange advertisement.
It was a full-page picture of a silhouette (outline) of the board of directors of Sears Roebuck with
the title “The nonperforming assets of Sears” This advertisement was paid for by shareholders
activist Robert Monks. He exposed all the directors, identified them by name that were
responsible for the poor performance of Sears Stock. The Directors greatly embarrassed by the
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advertisement chose to adopt many of the proposals which were given by Robert Monks even
though he had received only 12% of the votes in the previous election for board members and
had failed to get a seat on the board.
EXAMPLE 3: Dhaka, Oct 1 (BDNEWS) - Media's role is crucial to create awareness about
corporate governance in business houses, speakers said at a roundtable in Dhaka Saturday.
Communications between media and corporate bodies directly and through efficient public
relations (PR) or Mass Communications (MC) personnel can be vital to ensure good governance
and human rights, they told the roundtable titled "Corporate Governance: Bridging Corporate
Sector and Media".
Media must be at the frontline in disseminating impartial news for ensuring transparency
in the corporate sector, said Ahmed, also the former deputy prime minister of
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Media also need to improve their capacity to play the watchdog role, he added. Nasir A
Choudhury, managing director of Green Delta Insurance Company Ltd., said government should
introduce incentives for companies that practice corporate social responsibilities. He sought
media role to promote corporate governance and social responsiveness. Shyamal Dutt, acting
editor of the daily Bhorer Kagoj, said business interest of media overshadows role towards social
responsiveness. He also stressed on governance in media to ensure accountability.
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The most imp successful challenge to date has been the battle to stop insider
dealings in SK Telecom
SK Telecom has been an extremely profitable company but its financial results did not
show it up because the company used transfer pricing to benefit two companies (almost 100%
owned by the Chairman of SK Telecom and his relatives). The PSPD draw attention to these
Policies. After the London based Newspaper Financial Times picked up the Story, a media
campaign ensued to attract proxy votes. This campaign involved publishing advertisements in
newspapers and using television and Radios. In March 1998 – SK Telecom‘s Directors
capitulated and agreed to the PSPD’s request.
Institutional Investors
While institutional investors have many legal mechanisms to encourage change in
corporate policies, the presence of an active Press increases their influence. It provides cheap
way to impose penalties on companies and to coordinate the response of other investors.
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Public opinion pressures generated by an active press are very important to improve
Corporate Governance. Two Countries are given as examples. 1. United Kingdom, 2. China
U.K – Approach of U.K to the range of financial scandals of 1980s including the collapse of
Bank of Credit and Commerce International and Maxwell group. U.K pursued self regulation
enforced through disclosure. The Cadbury commission was the first initiative to reform by means
of Disclosure and Public Pressure (The 19 key recommendations included enhanced role for
independent directors, a minimum no. of independent Directors, Separation of the role of CEO)
China - In Hongkong (China the Stock Exchange has historically not had the legal authority to
impose penalties on companies that misbehave).The Threat is usually enough. Shaming is both a
Personal penalty and a Financial Penalty.
Theoretical Framework
While the reliable evidence is useful in documenting the existence of this phenomenon
and illustrating how this influence takes place, more systematic evidence is needed to prove its
importance. For this reason, we turn to a cross-country analysis of the effects of the media on
corporate policy. Before doing so, however, we need to be more specific about the channels
through which this influence occurs. A first channel of influence is that media attention can drive
corporate law reforms or the enforcement of corporate laws. The likely motivation for such
changes is politicians’ belief that inaction would hurt their future political careers or shame them
in the eyes of public opinion, both at home and abroad. This is an important dimension of the
media’s impact that Besley and Prat (2001) and others have explored.
We focus on the links between the media and managers’ and directors’ reputations.
Consider a model of reputation building like that presented in Diamond (1989). Agents can be of
two types, good or bad, which differ in their cost of taking a certain action. In our case, an
environmentally friendly manager will find polluting more painful than somebody who does not
care about the environment.
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Let us assume, as it is likely, that the environmentally sensitive decision carries a higher
cost for the manager, it requires more effort. Thus, the good (environmentally friendly) manager
will not pollute while the bad manager will pollute. Let us now assume, consistent with our
previous discussion that being identified as an enemy of the environment carries a cost. If we
really want to incorporate this cost in the typical career concern models (see, for example, Harris
and Holmstrom 1982), we can say that this cost arises from the possibility that the manager
might move into politics, where a bad environmental record represents a genuine liability.
More broadly, we can think of this cost as the personal disutility of a dent on the
manager’s public image. The social norm is that managers should be environmentally friendly,
therefore being identified as a bad environmental manager produces social shaming. People
simply dislike being singled out as “bad” people. If the payoff of being recognized as
environmentally conscious is large enough (or the disutility of being identified as a polluter is
significant enough), even bad managers can be induced to take the “right” action by their desire
to mimic the good type, and in so doing being recognized as environmentally friendly (see
Diamond 1989). As only the bad manager will want to pollute, polluting immediately identifies a
manager as bad. Hence if the payoff of being identified as a polluter is sufficiently negative, the
bad manager will choose to disguise himself or herself as environmentally conscious by not
polluting.
This type of reputation model is based on the assumption that the information about the
manager’s action is revealed to the public with probability 1. In practice, this is not the case.
Information does not descend on individuals: they acquire it at a cost that is affected by the
media. Governments, firms, and interest groups generate and aggregate information that the
media then process and selectively communicate. The broader the media coverage, the more
likely that the public at large will acquire this information. Similarly, the more attention the
media command, the more widely this information will travel. In our empirical analysis, we will
use the second dimension, and as a measure of the attention the media command we use
newspaper readership normalized by population.
Clearly in this type of reputation model, if we introduce the idea that outsiders learn of
managers’ actions only with a certain probability, then the higher this probability is, the higher
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Similarly, we will test the proposition that the higher the diffusion of the press, the more
likely managers are to protect minority shareholders’ interests. The foregoing discussion can be
recast in these terms simply by substituting “shareholder friendly” for “environmentally
conscious.” The only difference is that in this latter case we do not have to appeal to managers
caring about their public image to obtain the results, but could simply have talked about
managers’ reputation in the labor market. Nevertheless, in most countries managers are
appointed by majority shareholders, thus whether their career opportunities are enhanced by
acting in the interests of minority shareholders is not clear.
We should try to understand the channels through which media effects the Corporate
Policy. The first channel of influence is that media attention can drive enforcement of corporate
laws. The second channel is the link between Media and Manager’s and Directors reputation. An
environmentally friendly mgr will find polluting more painful than somebody who does not care
about the environment. Even bad managers can be induced to take the “right” action by the
desire to mimic the good type. In addition, in so doing being recognized as environmentally
friendly. Reputation Model is based on the assumption that information about the manager’s
action is revealed to the public with probability. The broader the Media coverage the more likely
that the public at large will acquire this information.
Similarly the more attention the media command the more widely this information will
travel. In particular, if a higher diffusion of the Press leads to a higher probability of Detection
then the higher the diffusion of the Press the more likely mgrs will behave in an environmentally
conscious way.
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Journalists also obtain information directly from the source, that is, managers, employees,
and so on. Not only is this information selective, it is often provided to the journalist on a quid
pro quo basis, such as favorable treatment in the news story. In the long run, the use of this
channel will undermine the credibility of the media. A similar problem arises with the third
potential source of information, namely, interest groups such as the shareholder activists,
institutional investors, and environmental activists described earlier.
Interest groups both generate information, for instance, the tape of dolphins being killed,
and aggregate and synthesize information from other outlets, such as the list of toxic polluters.
Other aggregators of information in corporate governance include equity and bond analysts.
While the media are important to all these groups, the media are particularly important to
activists who seek to mobilize and coordinate the actions of a dispersed set of citizens, such as
for a boycott or a proxy fight.
For the Media to collect their information about managers action is costly, thus they rely
on information provided to them. An important source is Government either directly or indirectly
thru Mandated disclosure, For instance required financial or environmental disclosures.
Government mandated information is the most reliable. It is easy for the Interest groups and
Journalists to collect information and use it when they communicate to the Public. Third
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equilibrium. Similarly, an independent newspaper whose survival rests solely on its own success
is less likely to collude with established business interests.
By contrast, a newspaper owned by a business group is naturally less likely to publish
bad news about the group itself. This in turn affects its credibility in correctly reporting other
news, thereby reducing its incentives to build a reputation (and increasing its incentives to
collude). More stringent libel laws reduce the likelihood of newspaper publishing information
that suggests that managers are “bad,” again reducing the information content of the media.
Empirically, we lack most of this information. No internationally comparable indicators of the
stringency and enforcement of libel laws are available. Djankov and others (2001) reported the
fraction of media owned by the government, and Freedom House (1999, 2000) reported the
degree to which each country permits the free flow of information. In our case, however, these
indicators are not the most important pieces of information.
We would like to know which media are owned by business groups with other important
business interests and which ones have fewer ties to nonmedia firms and are independently
owned, like the New York Times or the Washington Post. Political freedom of the press is not
the same as freedom from economic influences. The extent of newspaper readership that we will
be using, however, indirectly gets at the credibility question. In a market where newspapers are
more likely to collude, and are thus less credible, they also become a less valuable source of
information, and therefore, other things being equal, they are less likely to be read. Hence, our
measure of newspaper readership captures both the diffusion of the newspapers and their overall
credibility.
Financial Times is very credible and Business Week is very reliable and widespread. The
Issue of credibility is particularly delicate because it opens up the question of Newspapers‘s
incentives to conduct further investigations to establish the Validity of the information reported
to them. If wrong information’s they have to pay fine for revealing damaging information. There
are newspapers who take bribes. More Stringent Libel laws reduce the
Likelihood of newspaper publishing information, which is false.
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The media’s impact also depends on the entertainment value of news. “It was all too
complicated and boring to interest many mainstream journalists,” said Ellen Hume of the New
York Times to explain the delay in media attention to the U.S. savings and loan crisis (cited in
Baron 1996).
Similarly, when asked why television had paid relatively little attention to the crisis even
after it had made headlines in 1988, the president of NBC news, Michael Gartner, observed that
the story did not lend itself to images, and without such images “television can’t do facts” (cited
in Baron 1996, p. 62). Environmental issues naturally generate images (the dying dolphins) that
can capture the public’s attention, while corporate scandals do not. For this reason, we expect the
print media to be more central to corporate governance issues than broadcast media.
Demand considerations also lead to a selective focus on stories with wide interest, like
executive compensation levels, rather than on other elements of good corporate governance, like
the composition of boards and the role of auditors, even after scandals such as Enron and
WorldCom. Readers may not be able to appreciate the nuances of corporate situations, leading to
news stories that simplify firm performance relative to environmental or corporate governance
standards in too stark a way.
In the United Kingdom, for example, while the recommendations developed in the
Cadbury, Greenbury, and Hampel reports are often qualified, they are rarely reported that way.
The “public” version is a gross oversimplification around bright line rules, producing “box
checking” and intense pressure to conform to standards different than those intended.
Finally, demand for corporate governance news might depend on the structure of
corporate ownership. Thus the extent of coverage and the consequent sanctioning role of the
press are likely to be more important when a broad group of citizens have a personal interest in
the outcomes, because of their direct or indirect (through pension funds) shareholdings. The
important corporate governance role played by the media in Korea and Malaysia described
earlier is probably attributable to the widespread dispersion of ownership in publicly traded firms
in these two countries.
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This power of U.S. and British media to pressure managers transcends domestic borders.
After becoming rich, executives in emerging markets seek broader acceptance in the
international community by joining the World Economic Forum at Davos, seeking positions on
the boards of trustees of prominent international institutions, and so on. While the Russian
oligarch Vladimir Potanin was successful in his efforts to join the trustees of the Guggenheim
Museum in April 2002, oligarchs such as Oleg Deripaska were “disinvited” from participating in
the Davos meeting, and Deripaska was stripped of his designation as “one of the global leaders
of tomorrow” following negative press coverage of civil lawsuits alleging bribery, money
laundering, and worse (Financial Times 2001; Wagstyl 2002). Interestingly, these leaders are not
as sensitive to their public image in their own country, perhaps because of the lack of credibility
of the local media, the lack of shared norms, or both. In any case, these episodes suggest that the
U.S. and
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British media play a nontrivial role in exporting the Anglo-American model to other
countries. We should reiterate, however, that the norms communicated by the media are not
necessarily in shareholders’ interests. In countries like Japan, where lifetime employment is a
shared value, the media are likely to describe workers’ dismissals in a negative light. This
sanction might deter firings even when they enhance value from a shareholders’ perspective.
Media activity can hurt manager’s reputation. Any Media account of underperformance
has a significant impact. The newspapers can make Corporate Business Heroes or Also Villains.
We found that private benefits of control are lower, and thus governance is better, in
countries where the press is more diffused. This is true even after controlling for the degree of
legal protection offered to minority shareholders, for the quality of accounting standards, and for
the level of economic development as measured as GDP per capita. The effect is also
economically significant. One standard deviation increase in the diffusion of the press reduces
the average value of private benefits by 5 percentage points, 18 percent of their standard
deviations. In this paper, we perform a similar analysis with respect to environmental practices.
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based on five variables: the number of ISO 14001 certified companies per million dollars of
GDP, the number of World Business Council for Sustainable Development Members per million
dollars of GDP, Innovest’s EcoValue rating of firms’ environmental performance, the
Sustainable Asset Management rating of the environmental sustainability of firms in the Dow
Jones global index, and the levels of environmental competitiveness based on firm surveys.
Each variable is based on firm-level data and assigned equal weight in the index. It
describes and defines all the variables used in this paper and shows their sources. Private sector
responsiveness is clearly related to per capita income. The five highest ranked countries are
Switzerland, Japan, Germany, the United Kingdom, and New Zealand, while the five lowest
ranked countries are Venezuela, Indonesia, Greece, Colombia, and the Philippines. However,
responsiveness is not driven solely by per capita income. Italy and the United Kingdom, for
example, have similar per capita incomes, but very different measures of private sector
responsiveness: Italy’s index is –0.35, ranking it 35th in our sample, while the United Kingdom’s
index is 1.02, ranking it 4th.
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in Besley, Burgess, and Pratt (2002)). We focus on three measures: the freedom of the press, the
frequency of violations against broadcast media, and the frequency of violations against print
media. The freedom of the press is an index that measures the "degree to which each country
permits the free flow of information" (Freedom House 1999).
The frequency of violations against the media be they broadcast media or print media, is
an index based on "actual violations against the media, including murder, physical attack,
harassment and censorship" (Freedom House 1999). A clear relationship between diffusion and
the rating of press freedom is apparent, with a correlation of 0.55. However, the variables do
capture different components of the press, and for countries with similar levels of freedom quite
significant differences in readership can be noted, for instance, Spain and the United Kingdom
have similar levels of press freedom, but Spain has less than one-third the
readership.
We do not look at other possible press measures, such as the measure of ownership of the
media used by Djankov and others (2001). They focused on what fraction of the media is owned
by the government, but our sample has too few countries where ownership of the press is in other
than private hands.
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status, and the number of sectoral guidelines on environmental impact assessments. Each
variable has equal weight and has been normalized.
Empirical Results
We start by analyzing the link between the diffusion of the press and the indicator of
private sector responsiveness to environmental issues. We first use univariate analysis and then
turn to multivariate analysis to try to control for the other important institutional factors. Panel A
of table 3 shows a strong positive correlation between the diffusion of the press and private
sector responsiveness to environmental issues. The diffusion of the press alone explains 42
percent of the cross-country variation, slightly more than the explanatory power of per capita
income (38 percent).
Not surprisingly, the private sector’s responsiveness to environmental issues is also
positively correlated with the level of environmental regulation environmental information and
per capita income. We combine readership with the legal and disclosure variables and
readership continues to have a statistically significant impact: including readership increases the
explanatory power from 45 to 58 percent. Of course, there is the possibility that readership is just
picking up the impact of some third omitted variable.
To attempt to capture a possibility we also include the level of per capita income, but
readership continues to have a significant effect. Finally we include other institutional variables,
such as the rule of law and ownership concentration, but the diffusion of the press continues to
be significant.
An interesting finding is that ownership concentration has a negative and statistically
significant effect on the private sector’s responsiveness to environmental issues. Where large
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shareholders run firms they feel freer to ignore the public opinion pressure in favor of the
environment, another piece of evidence that this is not a course of action that maximizes value.
In panel B we substitute the diffusion of the press with the freedom of the press, the frequency of
violations against broadcast media, and the frequency of violations against print media. In a
univariate setting all three of these variables help explain a significant amount of the cross-
country variation.
In a multivariate analysis, however, the statistical significance is reduced, and in the case
of violations against broadcast media it drops below conventional standards. The traditional
indicators of press freedom thus have an effect similar to the diffusion of the press, but
statistically weaker. This is not surprising, because these other indicators are meant to capture
freedom from political influences rather than the credibility of reporting about corporations.
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The more languages are spoken in a country, the more fragmented the newspaper market.
In a more fragmented market fewer newspapers can survive, and it is more difficult for them to
acquire reputation and credibility. Ethno linguistic fractionalization should therefore have a
negative impact on the diffusion of the press.
Religions differ in their approach to education and to the extent; they encourage the
development of critical judgment by their followers. Catholicism, for instance, traditionally did
not encourage education among its followers except for the clergy. Catholics were not
encouraged to read the Bible, nor were they supposed to develop an individual capacity to
interpret it. The Catholic Church saw itself not only as the intermediary between God and
individual believers, but also as the only official interpreter of the word of God. By contrast, the
Reformation, with its emphasis on individual reading and interpretation of the Bible, favored
individual education. Martin Luther translated the Bible into German and promoted the literacy
of his followers. Hence, we would expect Protestant countries to have a better level of schooling
and exhibit a higher diffusion of the press. Our third and fourth categories are Islam and other
Religions, which includes Judaism and Buddhism.
We test these conjectures as a dependent variable we have the diffusion of the press. As
independent variables, we have three indicator variables for the dominant religions (Catholic, 29
Protestant, and Muslim) and an indicator of ethno linguistic fractionalizaiton used in the
literature (see Easterly and Levine 1997). The latter is based on the probability that two
randomly selected people from a given country will not belong to the same ethno linguistic
group. All our explanatory variables have the expected impact on the diffusion of the press. In all
the cases except for the Catholic dummy, these coefficients are statistically significant.
Most important, from the point of view of their quality as instruments, they together
explain 41 percent of the variation in press diffusion. Hence, they appear to be good instruments.
We use these instruments to re-estimate by instrumental variables our basic specifications for the
determinants of environmental policy. The environmental policy regressions, produce similar
results to the ordinary least squares estimates.
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The instrumental variable point estimate of the impact of the diffusion of the press is
actually larger than the ordinary least squares counterpart, rejecting the hypothesis that the result
is due to omitted variables. Thus far, we have limited our search of the determinants of press
diffusion to factors that (a) are likely to be uncorrelated with the determinants of environmental
pressure and protection of minority shareholders; and (b) are predetermined, and as such are
legitimately exogenous. However, the question of what drives the diffusion of the press is of
independent interest. If the diffusion of the press plays a role in corporate governance, then from
a policy point of view we are interested in finding out what factors under the control of the
government play a role in spreading newspapers’ readership.
For this reasons, we consider the empirical significance of other potential determinants of
the diffusion of the press. First we consider the average degree of schooling measured as the log
of school attainment for those over the age of 25 taken over five year periods (1960-1965, 1970-
1975, 1980-1985) (Barro and Lee 1993). As expected, countries with a higher level of schooling
have a more diffused press. All the other variables except the Muslim dummy maintain their
predicted effect, although the statistical significance of the religion dummies decreases, as is to
be expected if they affected the diffusion of the press mainly through their effect on education.
We also insert the market share controlled by state-owned newspapers.
The more newspapers the government controls, the less credible they are, the less they
will be read, and perhaps the harder it will be for competitors to enter the market. We take the
market share of state-owned newspapers as a percentage of the total market share of the top five
newspaper outlets from Djankov and others (2001). As expected, the impact of government
ownership of the media is negative and statistically significant. All the other variables maintain
their predicted effect. Finally, we want to make sure that the effects we have described are not
just due our failure to control for any indicator of the level of economic development of a
country. While the cause-effect relationship is more ambiguous here, seeing that the estimated
effects are similar once we insert the log of per capita income, is reassuring (column 4).
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A case in Russia:
If enforcement is effective and/or legal punishments are severe, the manager has expected
cost of violating minority shareholders’ rights is such that they will never do so. For this reason,
it would be very difficult to try to identify any effect of the media in a country with highly
effective corporate governance rules.
The same is true, however, if the media have a long record of accomplishment of
imposing reputational penalties on managers who violate investors’ rights. The fear of such
penalties will dissuade any manager from committing a violation. Ideally, therefore, we would
need a country that has very little or no legal enforcement and where, at the time a decision is
made, the reputational costs of a decision are perceived to be very low.
Russia during the late 1990s/early 2000s period scores “well” on both of these
dimensions. During this period the standard instruments to redress corporate violations were
either nonexistent (derivative suits) or completely ineffective (for example, courts were easily
corruptible; see Slink, Yakolev, and Zhuravskaya (2004)). As a result, corporate governance
violations were very extreme, very common, and very visible. Hence, we can relatively easily
assemble a sample of objectively bad governance decisions and follow them over time.
Note that Russian managers were just starting to learn how to deal with the press, and in
particular with the foreign press, during the sample period. Having been raised in an environment
(Soviet Russia) where the media had reported only what the party establishment wanted, Russian
managers were unlikely to factor into their decisions the reputational cost the media could inflict.
No one illustrates this learning process better than Khodorkovsky, the former CEO of
Yukos. At the beginning of his career, Khodorkovsky hated the press and kept it at a distance.
After one of his rare meetings with journalists, he declared: "It would be more pleasurable to
meet a bunch of our unpaid workers in Siberia."7 In August 1999, however, when the Bank of
New York was accused of laundering money for several Russian companies, Yukos changed
strategy because it was concerned that "despite the absence of specific data, U.S. officials have
taken the publications quite seriously – a U.S. Congress hearing is scheduled for mid-September.
A possible result of this hearing could be a decision to refuse Russia the financial aid of
international financial institutions.”8 Such attention spurred Yukos to hire a Western public
relations agency and to start to fight back against the allegations in the media. Explaining Yukos
decision to keep his company public and to pay more attention to investors and public relations,
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THE ROLE OF MEDIA IN ENSURING CORPORATE GOVERNANCE
Khodorkovsky said, "First, there are not many very big private companies - and we want to be
very big. Second, we need access to cheap capital and that means openness. Third, a big oil
company has lots of workers, lots of ecological responsibilities. If it is opaque it is not going to
be popular. Finally, there is the issue of nationalisation, which we can never ignore. A private
company is a lot easier to nationalise than a public one."9 Following this public relations
campaign, Yukos started to be praised by the Western media as a model of financial transparency
and Khodorkovsky became the darling of the Western press. While this strategy was not
sufficient in preventing Putin from seizing Yukos, it certainly made it more costly for him to do
so.
As the Khodorkovsky quotes suggest, Russians care about their reputation vis-àvis the
international community for three reasons. First, they might want to access international markets
(for financing, joint ventures, and even sales contracts). Second, a good reputation may act as an
insurance policy, both to protect the legitimacy of their holdings and to facilitate an asylum
request in case they become persecuted in Russia. Third, a good reputation my lead to personal
satisfaction. After becoming rich, executives in many developing countries seek broader
acceptance in the international community by joining the World Economic Forum at Davos,
seeking positions on the boards of trustees of prominent international institutions, and so on.
Negative news reported in international media can have the effect of ostracizing the executives
from these desired social circles. While the Russian oligarch Vladimir Potanin was successful in
his efforts to join the trustees of the Guggenheim Museum in April 2002, Oleg Deripaska was
“disinvited” from participating in the Davos meeting, and was stripped of his designation as “one
of the global leaders of tomorrow” following negative press coverage of civil lawsuits alleging
bribery, money laundering, and worse (Financial Times 2001; Wagstyl (2002)).
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taking place and then go to great pains to simplify the story so the average person can understand
what is going on. One of the reasons that certain companies have gotten away with various
violations in the past is that no one really understood what was happening because the stories
were so complicated. We then share the stories with the press. By doing so, we want to inflict
real consequences – business, reputational and financial” (Dyck (2002)).
In explaining why his strategy is successful in increasing coverage, he says: You have to
understand that the press doesn’t know about the stories, have the ability to understand some of
these complicated activities, or can’t afford to do research. We have a lot of money invested. We
are affected. We can devote the resources to do what it takes to truly understand what is going
on. Our goal is to frame the issue so that it is clear to everyone what has happened. We do talk to
the Russian press, but our focus is on the international press. (Dyck (2002), emphasis added)
Since the Hermitage Fund focuses on generating coverage in those companies where it
owns shares, the presence of the Hermitage Fund among the shareholders of a company should
represent an exogenous shift in news coverage, which can be used to identify the causal
mechanism between news coverage and governance outcomes.
One way Hermitage generates news is by conducting research and then presenting and
documenting this information to a selected group of reporters. Becoming a source for
information enables Hermitage to provide the specific news it wants to present and to determine
the timing of the news release.
To illustrate the impact of Hermitage on news coverage, consider the coverage Gazprom,
Russia’s largest company, received regarding some related-party transactions. While there had
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THE ROLE OF MEDIA IN ENSURING CORPORATE GOVERNANCE
been widespread concerns about Gazprom’s deals with related parties, this became a focus of
attention (and was finally addressed seriously) only when Hermitage provided crucial
information to the press. In the words of Bill Browder, head of the Hermitage Fund,
My head of research was able to buy the entire Moscow registration database from a
hawker on a street corner. With the securities commission database, we knew the names of the
companies that stole assets from Gazprom, and with the registration chamber data, we knew
which individuals owned the companies. From that we were able to piece together exactly how
much was stolen and by which members of management. … [We] decided to share our findings
with the world by selectively releasing different examples of the graft to the major Western
newspapers in Moscow. (Dyck (2002))
By October of 2000, Hermitage had put this information together in a 41-page
PowerPoint presentation that laid out the story they wanted told, and presented the underlying
information, including the sources. As Table A1 in the Appendix shows, there is a clear overlap
between their information and the resulting stories.
Not only did Browder present new information in his continuing campaigns, he also
worked hard to time the presentation of information and to ensure continued coverage of stories
they cared about:
Originally, we would give one reporter the whole story. They would want to check every
bit of it out, get the other side’s point of view, or ignore it, seeing this as too complicated and
time consuming to pursue. Now we give a small piece of the story to a journalist and let them
know that we’ll give it to someone else in three days if they don’t write anything. It seems that
journalists are more concerned about losing the story to a competitor than almost anything else.
(Dyck (2002))
Suggestive of the success of this strategy, we also see continued coverage of these
allegations in the international news, as well as successful outcomes. Concrete steps were taken
to limit the dilutions of Gazprom, including new requirements for board approval, new audits of
related-party transactions, and the removal of the chief executive at the center of these
allegations. Panel C of Table A1 provides a timeline of these outcomes. It also shows that this
story, unlike so many other allegations of shareholder violation in Russia, did not die, but rather
was repeated again and again over the next six months.
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THE ROLE OF MEDIA IN ENSURING CORPORATE GOVERNANCE
Yet finding such a correlation is not necessarily evidence of a causal link. An equally
plausible explanation is that Hermitage buys into companies that are more visible or when it
knows they will receive more attention from the press.
To minimize this concern, we follow two strategies. First, we include a measure of
newsworthiness and in the regression. Second, we choose to use the earliest Hermitage portfolio
composition we have available, namely, December 1998. This pre-dates the major wave of
corporate governance violations following the Russian crisis, and hence could hardly be thought
as the result of an active strategy to pick more media-sensitive companies. It also pre-dates the
period when Hermitage actively used the press as part of its strategy to increase returns in its
portfolio.
Findings
1)Many of large compinies coming up with their own media, which is benefiting their own
companies.
4) Compinies are not that much ethical because they are not providing proper information.
Recommendations/suggestions
1) Government should take necessary steps when giving permission to media.
2) Companies does not have more no. of channels or news papers, which supports to their
own companies
3) Government should take necessary steps to make the companies follow ethically practices
Conclusion
Other papers have focused on the important role of the media in affecting the functioning
of government institutions, but the media play an equally important role in shaping corporate
policy. Our contribution is a first attempt to outline the theoretical channels through which this
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influence takes place and to show their practical relevance. We argued that the media selectively
reduce the cost of acquiring and verifying information.
This information is crucial in shaping the reputation of the key players who determine
corporate policy. The reputation that decision makers seem to care about is not just the reputation
in the eyes of current and future employers, but more broadly, their reputation in the eyes of the
public at large, that is, their public image. Only concerns about their public image would explain
the responsiveness of corporate directors to environmental issues, which have a zero or negative
impact on the wealth of their ultimate employers, that is, the shareholders.
These effects of the media are not only anecdotal. The more diffuse the press in a country
is, the more companies are responsive both to environmental issues and to minority shareholders’
concerns, even after controlling for the presence of specific laws and regulations and the level of
law enforcement.
These results suggest that the corporate governance role of the media is more complex
than the one we identified in Dyck and Zingales (2001). The media can help shareholders or can
hurt them. We conjecture that while the strength of the impact of the media depends on their
credibility, the direction of their net effect depends on societal norms and values, but much more
research is needed before coming to any definite conclusion on this matter. The only definite
conclusion we can draw at this point is that the media are important in shaping corporate policy
and should not be ignored in any analysis of a country’s corporate governance system. From a
policy point of view our contribution provides both good and bad news.
The good news is that even countries with inadequate laws and malfunctioning judicial
systems can experience some of the benefits of better governance if the pressure of the press is
sufficiently strong and the norms support good governance. The bad news is that the direction in
which the press exercises its influence depends on societal values, which cannot be easily
changed by the legislators or by international policymakers. Moreover, the extent of press
influence may be largely outside policymakers’ control. Our analysis of the ultimate
determinants of the diffusion of the press indicates that these lie in a country’s cultural and ethnic
tradition.
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References
1) Corporate Governance of Media Companies by ROBERT G. PICARD (Ed.).
2) The Corporate Governance Role of the Media by Alexander Dyck and Luigi Zingales.
3) The Corporate Governance Role of the Media: Evidence from Russia.
4) ETHICS AND ADVERTISING by Geoffrey Klempner.
5) Social Reporting in Corporate Governance and the role of Media in Corporate Governance by
Dr. Alka Singh Bhatt.
6) Types and Role of Print Media Presented by Masautso Phiri to the Media Literacy Workshop
held in Solwezi.
7) www.bdnews.com
8) www.media.com
9) www.emerald.com
10) www.google.com
11) www.corporate governance.com
12) www.newspapers.com
13) Corporate governance by A.C.FERNANDO.
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