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Good corporate governance in Nigeria: Antecedents, propositions and peculiarities

Adegbite, E.

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Authors

E. Adegbite



Abstract

Relying on an alternative theoretical framework (i.e. institutional theory), rather than the dominant agency theory, this paper examines the connections between corporate governance mechanisms and good practices, as informed by an empirical and contextual analysis. On the basis of research methods triangulation, this study presents nine specific antecedents of good corporate governance in weak institutional settings (Nigeria). The study proposes how each of these antecedents must be understood, articulated and harnessed, on the basis of relevant institutional peculiarities, in order to address contextual governance challenges. This study adds to the institutional theorising of good corporate governance, by paying attention to the context (African), efficiency (instrumentality) and legitimacy (symbolic) in explaining the firm-level drivers of good governance practices in an international business environment.

Citation

Adegbite, E. (2015). Good corporate governance in Nigeria: Antecedents, propositions and peculiarities. International Business Review, 24(2), 319-330. https://doi.org/10.1016/j.ibusrev.2014.08.004

Journal Article Type Article
Publication Date Apr 1, 2015
Deposit Date Aug 8, 2014
Publicly Available Date Sep 17, 2014
Journal International Business Review
Print ISSN 0969-5931
Publisher Elsevier
Peer Reviewed Peer Reviewed
Volume 24
Issue 2
Pages 319-330
DOI https://doi.org/10.1016/j.ibusrev.2014.08.004
Keywords Africa, Agency theory, Good corporate governance, Institutional theory, International business, International corporate governance, Nigeria.

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Copyright Statement
NOTICE: this is the author’s version of a work that was accepted for publication in International Business Review. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Business Review, 24, 2, April 2015, 10.1016/j.ibusrev.2014.08.004.




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