Enhancing Board Effectiveness seeks to examine the conceptualization and role of the board in a variety of contexts and articulate solutions for improving the effectiveness of the board, especially in developing and emerging markets. Enhancing Board Effectiveness with therefore address the following central questions:
- To what extent is the concept and role of the board evolving?
- What rights, powers, responsibilities and other contemporary and historical experiences can enhance the effectiveness of the board, especially in the particular contexts of developing and emerging markets?
- What socio-economic, political, regulatory and institutional factors/actors influence the effectiveness of the board and how can the policies and practices of such actors exert such influences?
- In what ways can a reconstructed concept of the board serve as a tool for theoretical, analytical, regulatory and pragmatic assessment of its effectiveness?
In examining this issues, Enhancing Board Effectiveness will investigate theoretical, socio-economic, historical, empirical, regulatory, comparative and inter-disciplinary approaches. Academics in the relevant fields of accounting, behavioural psychology/economics, development studies, financial regulation, law and management/organizational studies, political economy and, public administration will find this book of high interest.
Table of Contents
Foreword by Professor Emilios Avgouleas
Introduction: Enhancing Board Effectiveness – Institutional, Regulatory and Functional Perspectives for Developing and Emerging Markets
Onyeka K. Osuji, Franklin N. Ngwu, Chris Ogbechie and David Williamson
Principles of Corporate Governance and Effective Board
Folajimi Ashiru, Franklin Nakpodia and Emmanuel Adegbite
Codes for Boards of Directors: A Law and Morality and Organisational Differences Perspective
David Williamson & Gary Lynch-Wood
The Nature of Boards in Developing and Emerging Markets
Chapter 5: Corporate Governance and Business Growth: Evidence from China
Jia Liu; Moshfique Uddin; Anup Chowdhury & Christopher Muganhu
Board Effectiveness: Do Committees Really Matter? Evidence from Turkey
Emek Toraman Çolgar
Individualism in Boards or Directors: Why Good Board Members Make Bad Decisions
Chris van der Hoven and Kalu Ojah
Tone at the Top, Organizational Culture and Board Effectiveness
Institutions and Board Effectiveness: Any Link? The United Kingdom, United States and Nigeria in Perspective
Club Theory and Directors’ Performance Evaluation
Onyeka K. Osuji
Corporate Governance Codes for Public Sector, Private Sector and Not-for Profit Boards- Varied Rules and Structure or One size fits all
Reporting by the Companies: Development and Challenges
Indrajit Dube & Mia Mahmudur Rahim
Director’s Selection, On-boarding and Disqualification Process
Directors’ Duties and Accountability, Personal Liability and Lifting the Veil of Incorporation
Money laundering, Tax havens and Transparency: Any role for the Board of Directors of Banks?
Euphemia Godspower-Akpomiemie and Kalu Ojah
The Journey to Board Effectiveness: The Case of Indonesia
Board Roles in Business Groups and Multinational Enterprises in Emerging Markets
Gül Okutan Nilsson
The Board in the Financial and Social Performance of Firms
Ogechi Adeola and Eugene Ohu
Director Remuneration in Developing and Emerging Markets: Issues, Challenges and Prospects
Franklin N. Ngwu
Board Composition and Diversity in Developing and Emerging Markets
Shareholders and Institutional Investment
Kalu Ojah and Chris van de
Franklin N. Ngwu is a Senior Lecturer in Strategy, Finance and Risk Management, Lagos Business School, Pan-Atlantic University, Nigeria.
Onyeka Osuji is a Reader in Law and Coordinator of the Commercial Law Research Cluster, School of Law, University of Essex, UK.
Chris Ogbechie is a Professor of Strategic Management and Corporate Governance, Lagos Business School, Pan- Atlantic University, Nigeria.
David Williamson is an Honorary Senior Research Fellow, School of Law, University of Manchester, UK.