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The independent director and effective corporate governance
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 dyna...
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| Format: | Thesis |
| Language: | English English |
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Centre for Law and Society
2026
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| _version_ | 1867613186598895616 |
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| access_status_str | Open Access |
| author | Iwe, Chizoba David |
| author2 | Larkin, Mike |
| author_browse | Iwe, Chizoba David Larkin, Mike |
| author_facet | Larkin, Mike Iwe, Chizoba David |
| author_sort | Iwe, Chizoba David |
| collection | Thesis |
| description | 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. |
| format | Thesis |
| id | oai:open.uct.ac.za:11427/42949 |
| institution | University of Cape Town (South Africa) |
| language | English eng |
| last_indexed | 2026-06-10T12:32:08.355Z |
| license_str | Not specified — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UCTD — University of Cape Town Open Access Repository |
| publishDate | 2026 |
| publishDateRange | 2026 |
| publishDateSort | 2026 |
| publisher | Centre for Law and Society |
| publisherStr | Centre for Law and Society |
| record_format | dspace |
| source_str | UCTD — University of Cape Town Open Access Repository |
| spelling | oai:open.uct.ac.za:11427/42949 The independent director and effective corporate governance Iwe, Chizoba David Larkin, Mike Corporate governance USA Europe 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. 2026-03-12T06:39:59Z 2026-03-12T06:39:59Z 2007 2026-03-12T06:37:02Z Thesis / Dissertation Masters LLM http://hdl.handle.net/11427/42949 en eng application/pdf Centre for Law and Society Faculty of Law University of Cape Town |
| spellingShingle | Corporate governance USA Europe Iwe, Chizoba David The independent director and effective corporate governance |
| thesis_degree_str | Master's |
| title | The independent director and effective corporate governance |
| title_full | The independent director and effective corporate governance |
| title_fullStr | The independent director and effective corporate governance |
| title_full_unstemmed | The independent director and effective corporate governance |
| title_short | The independent director and effective corporate governance |
| title_sort | independent director and effective corporate governance |
| topic | Corporate governance USA Europe |
| url | http://hdl.handle.net/11427/42949 |
| work_keys_str_mv | AT iwechizobadavid theindependentdirectorandeffectivecorporategovernance AT iwechizobadavid independentdirectorandeffectivecorporategovernance |