2025, Vol. 6, Issue 2, Part N

This paper empirically investigates the determinants and performance implications of capital structure for two dominant Indian conglomerates, Reliance Industries Limited (RIL) and the diversified Tata Group, utilizing annual data spanning the critical 2011–2021 period. The study addresses the ambiguity regarding optimal financing choices in large emerging market firms, focusing on the contrasting centralized, capital-intensive structure of RIL versus the industry-aligned, decentralized financing strategies of major Tata subsidiaries (TCS, Tata Steel, Tata Motors). A dynamic panel data approach, utilizing the System Generalized Method of Moments (Sys-GMM), is employed across the 11-year period to address issues of endogeneity, unobserved firm heterogeneity, and, critically, to accurately estimate the speed of leverage adjustment, given the observed persistence of financing decisions. The results confirm a dual-theory application dictated by corporate strategy and industry alignment. RIL’s financing choices, particularly its aggressive leveraging followed by deleveraging toward zero net debt by 2021, are predominantly explained by the Pecking Order Theory (POT), where high profitability negatively predicts reliance on external debt. Conversely, the Tata Group’s sub-entities strongly align with the Trade-Off Theory (TOT), with asset tangibility significantly dictating debt capacity (e.g., high debt for Tata Steel vs. minimal debt for TCS). Crucially, the analysis confirms that leverage generally showed a significant negative impact on RIL’s operational performance [Return on Assets (ROA) and Return on Equity (ROE)], validating its strategic shift towards an equity-heavy model. The findings underscore the critical role of strategic corporate philosophy (centralized flexibility versus decentralized industry alignment) in shaping capital structure efficiency and shareholder value creation within complex conglomerates.