Corporate governance in emerging markets: a study of South African and Zimbabwean banks

Since 1994 (that is from the time SA became an independent state) 12 banks failed in SA and 8 in Zimbabwe. BCCI was operating in both countries (Document 2: Appendix 1). The impact of a failure of a bank to any economy is huge as evidenced by the failure of Lehman Brothers in 2009. From the beginning of the 20th century, studies of business structures and management procedures were carried out and business managers increased their knowledge and understanding of how to achieve results beneficial to both shareholders (owners) and other stakeholders. The modern industrial capitalist system has developed with significant advances from that time, developing organisational structure, management skill and culture systems within enterprises (Daft, 1997). Banks are controlled by boards of directors who represent the interests of all stakeholders. Banks perform differently while operating in the same macro and micro economic environment. The behaviour, association, independency, experience and skills of board members seem to determine the future of any organization. The focus of this study is therefore to understand what makes boards effective or ineffective resulting in bank success or failures. The study will provide an analysis of the factors that contribute to the effectiveness or ineffectiveness of different bank boards and how to measure the two. [Taken from Document 5]

Name dc:type.qualificationname

dba

Level dc:type.qualificationlevel

doctoral

Grantor dc:publisher.institution

Nottingham Trent University

Year dc:date.issued

2010

Author dc:creator

• Sanangura, C

Language dc:language

en