Abstract
Purpose – This paper investigates the impact of the two main aspects on selecting the right Board candidate including best practices within the position and structure along with the recruitment activities proposed under the Malaysian Corporate Governance Code (Code) compared across 2012 and 2017.Design/ methodology approach - For this analysis, a target list of the top 50 PLCs based on market capitalization was gathered from 784 Malaysian PLCs as of 14 August 2020. In the annual review of the reports, this study includes statistical methods to quantify and interpret the disclosures.Originality - This study reviews the developments of the policies from the Code in 2012 to the Code in 2017. Also applicable to other PLCs other than the top 50 Malaysian PLCs would be the Board Nomination Committee – Role and Structure and the Board Nomination Committee – Recruitment Activities scoring indices designed.
Highlights
Corporate governance studies are often focused on the willingness to explore how boards operate and how their decisions can contribute to the creation of value (Filatotchev et al, 2009; Huse et al, 2011; 2015; Pirzada et al, 2016)
Purpose – This paper investigates the impact of the two main aspects on selecting the right Board candidate including best practices within the position and structure along with the recruitment activities proposed under the Malaysian Corporate Governance Code (Code) compared across 2012 and 2017
The Code are responsible for ensuring that the company complies with laws and ethical principles and for maintaining an effective governance framework to ensure the proper management of risks and the level of internal controls, and for the development of a plan for controlling business behaviour (Securities Commission Malaysia, 2012)
Summary
Corporate governance studies are often focused on the willingness to explore how boards operate and how their decisions can contribute to the creation of value (Filatotchev et al, 2009; Huse et al, 2011; 2015; Pirzada et al, 2016). The world had experienced the crash of East Asian economies in the second half of 1997 After this time, corporate governance was established in the private sector. The Securities Commission launched numerous measures to strengthen the Malaysian Corporate Governance Structures (Malaysian Securities Commission, 2012). These included the issuance in March 2000 of the Malaysian Corporate Governance Code (Code) and was the landmark in the corporate governance reform in Malaysia. The Code are responsible for ensuring that the company complies with laws and ethical principles and for maintaining an effective governance framework to ensure the proper management of risks and the level of internal controls, and for the development of a plan for controlling business behaviour (Securities Commission Malaysia, 2012)
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