Abstract
The study is focused on the corporate performance of the Indian oil and gas upstream companies. The crude oil price hike and delicensing of administrative price mechanisms has put the performance of the oil and gas sector to test . But there is notable difference in performance of the companies operating in this segment. The paper looks at the board structure and the prevailing culture in the boardrooms of the three companies. The authors propose a Board performance culture maturity model to assess the culture based on the board activities and make an attempt to see the impact of Board characteristics on the corporate performance of the above-mentioned companies.
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