The independent director and effective corporate governance
| dc.contributor.advisor | Larkin, Mike | |
| dc.contributor.author | Iwe, Chizoba David | |
| dc.date.accessioned | 2026-03-12T06:39:59Z | |
| dc.date.available | 2026-03-12T06:39:59Z | |
| dc.date.issued | 2007 | |
| dc.date.updated | 2026-03-12T06:37:02Z | |
| dc.description.abstract | As a response to the rash of scandals in particularly USA and Europe in recent times, corporate governance has elicited a lot of interest worldwide. Today there is growing dialogue among the different stakeholders about corporate governance and how it should evolve to cope with the increasingly dynamic and global nature of our capital markets. Worldwide, corporate reforms and other initiatives are being taken as remedies to rebuild trust in corporate governance. Corporate reforms have led to the introduction in many countries of various codes or guidelines for best practices in corporate governance. Until now, probably the most important basic ingredient of these reform initiatives has been the emergence of the ‘independent director'. The introduction of this concept of independent director is at the heart and soul of corporate governance.1 Although the relevance or otherwise of this class of director to corporate success has been the subject of robust discourse, it is generally accepted that a ‘lack of monitoring by independent, disinterested non-executive directors has been a major cause for the various corporate scandals that we have witnessed'.2 The first section of this study attempts a comparative analysis of various definitions (taken from corporate governance codes of various countries) of the independent director, taking a look at his role within the corporate structure. The second part examines the rationale for including the independent director on the board, his effectiveness, and his relevance in relation to corporate performance. | |
| dc.identifier.apacitation | Iwe, C. D. (2007). <i>The independent director and effective corporate governance</i>. (). University of Cape Town ,Faculty of Law ,Centre for Law and Society. Retrieved from http://hdl.handle.net/11427/42949 | en_ZA |
| dc.identifier.chicagocitation | Iwe, Chizoba David. <i>"The independent director and effective corporate governance."</i> ., University of Cape Town ,Faculty of Law ,Centre for Law and Society, 2007. http://hdl.handle.net/11427/42949 | en_ZA |
| dc.identifier.citation | Iwe, C.D. 2007. The independent director and effective corporate governance. . University of Cape Town ,Faculty of Law ,Centre for Law and Society. http://hdl.handle.net/11427/42949 | en_ZA |
| dc.identifier.ris | TY - Thesis / Dissertation AU - Iwe, Chizoba David AB - As a response to the rash of scandals in particularly USA and Europe in recent times, corporate governance has elicited a lot of interest worldwide. Today there is growing dialogue among the different stakeholders about corporate governance and how it should evolve to cope with the increasingly dynamic and global nature of our capital markets. Worldwide, corporate reforms and other initiatives are being taken as remedies to rebuild trust in corporate governance. Corporate reforms have led to the introduction in many countries of various codes or guidelines for best practices in corporate governance. Until now, probably the most important basic ingredient of these reform initiatives has been the emergence of the ‘independent director'. The introduction of this concept of independent director is at the heart and soul of corporate governance.1 Although the relevance or otherwise of this class of director to corporate success has been the subject of robust discourse, it is generally accepted that a ‘lack of monitoring by independent, disinterested non-executive directors has been a major cause for the various corporate scandals that we have witnessed'.2 The first section of this study attempts a comparative analysis of various definitions (taken from corporate governance codes of various countries) of the independent director, taking a look at his role within the corporate structure. The second part examines the rationale for including the independent director on the board, his effectiveness, and his relevance in relation to corporate performance. DA - 2007 DB - OpenUCT DP - University of Cape Town KW - Corporate governance KW - USA KW - Europe LK - https://open.uct.ac.za PB - University of Cape Town PY - 2007 T1 - The independent director and effective corporate governance TI - The independent director and effective corporate governance UR - http://hdl.handle.net/11427/42949 ER - | en_ZA |
| dc.identifier.uri | http://hdl.handle.net/11427/42949 | |
| dc.identifier.vancouvercitation | Iwe CD. The independent director and effective corporate governance. []. University of Cape Town ,Faculty of Law ,Centre for Law and Society, 2007 [cited yyyy month dd]. Available from: http://hdl.handle.net/11427/42949 | en_ZA |
| dc.language.iso | en | |
| dc.language.rfc3066 | eng | |
| dc.publisher.department | Centre for Law and Society | |
| dc.publisher.faculty | Faculty of Law | |
| dc.publisher.institution | University of Cape Town | |
| dc.subject | Corporate governance | |
| dc.subject | USA | |
| dc.subject | Europe | |
| dc.title | The independent director and effective corporate governance | |
| dc.type | Thesis / Dissertation | |
| dc.type.qualificationlevel | Masters | |
| dc.type.qualificationlevel | LLM |