Nakpodia, Franklin and Olan, Femi (2022) Corporate governance reform in Nigeria: upstream and downstream interventions. Corporate Governance, 22 (5). pp. 979-1003. DOI https://doi.org/10.1108/CG-09-2021-0347
Nakpodia, Franklin and Olan, Femi (2022) Corporate governance reform in Nigeria: upstream and downstream interventions. Corporate Governance, 22 (5). pp. 979-1003. DOI https://doi.org/10.1108/CG-09-2021-0347
Nakpodia, Franklin and Olan, Femi (2022) Corporate governance reform in Nigeria: upstream and downstream interventions. Corporate Governance, 22 (5). pp. 979-1003. DOI https://doi.org/10.1108/CG-09-2021-0347
Abstract
Purpose: Internal (e.g. firm performance, internal stakeholders) and external pressures (e.g. globalisation, technology, corporate scandals) have intensified calls for corporate governance reforms across varieties of capitalism. Yet, corporate governance practices among developing economies remain problematic. Drawing insights from Africa’s largest economy (Nigeria) and relying on the resource dependence theorisation, this study aims to address two questions – what are the prerequisites for effective reforms; and what reforms yield robust corporate governance? Design/methodology/approach: This study adopts a qualitative methodology comprising semi-structured interviews with 21 executives in publicly listed Nigerian firms. The interviews were analysed using the content analysis technique. Findings: This study proposes two sequential reforms (i.e. the upstream and downstream). The upstream factors highlight the preconditions that support corporate governance reforms, i.e. government commitment and enabling environment, while the downstream reforms combine elements of awareness and regulation to proffer robust corporate governance interventions. Originality/value: This research further stresses the need to consider a bottom-up approach to corporate governance in place of the dominant top-down strategy. This strategy allows agents to participate actively in corporate governance policy-making rather than a top-down model, which imposes corporate governance on agents.
Item Type: | Article |
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Uncontrolled Keywords: | Regulation, Corporate governance, Developing economies, Reforms, Bottom-up, Awareness, Upstream, Downstream |
Divisions: | Faculty of Social Sciences Faculty of Social Sciences > Essex Business School |
SWORD Depositor: | Unnamed user with email elements@essex.ac.uk |
Depositing User: | Unnamed user with email elements@essex.ac.uk |
Date Deposited: | 23 Feb 2024 10:40 |
Last Modified: | 30 Oct 2024 21:29 |
URI: | http://repository.essex.ac.uk/id/eprint/36822 |
Available files
Filename: Corporate Governance.pdf
Licence: Creative Commons: Attribution-Noncommercial 4.0