The structures, institutions, and legalframework of corporate governance are developed andadministered by individuals whose behaviors are shaped bycultural and personal concepts of hope, ambition, greed,fear, uncertainty, and hubris, as well as by the socialethos. A problem arises when these influences do not conformto the regulatory prescriptions of corporate governance.This private sector opinion explores the dynamics of cultureand corporate governance in India by calling attention tothree areas where the clashes are strongest: related-partytransactions, the promoter's or largeshareholder's actions, and the board'snominations, deliberations, and effectiveness.