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Understanding Corporate Governance Reform in South Africa: Anglo-American Divergence, the King Reports, and Hybridization

Queen's University Belfast

^* To whom correspondence should be addressed. E-mail: s.andreasson{at}qub.ac.uk.

	Abstract

This article investigates corporate governance reform in South Africa in the context of the country’s international links with Anglo-American corporate governance and domestic pursuit of socioeconomic development. Two key questions are evaluated. (a) How has divergence within the Anglo-American model influenced corporate governance reform in South Africa? (b) Can South Africa’s historical closeness to the Anglo-American model be combined with increasing attention to stakeholder issues to produce a hybrid "African model" of corporate governance? evaluating these questions, the following issues are explored in turn: the contrast between shareholder and stakeholder models, divergence between U.S. and U.K. approaches to corporate governance as exemplified by Sarbanes-Oxley, locating a South African approach in context of the Anglo-American model, the King reports and an emerging "African" model of corporate governance, and the role of international and domestic factors in shaping South Africa’s ongoing reform process.

First published on February 18, 2009
Business & Society 2009, doi:10.1177/0007650309332205


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