Abstract
Purpose - This research aims to investigate the impact of the two main problems of Senior Independent Director’s evolving role, which includes the aspects under board leadership and board effectiveness proposed under the Malaysian Corporate Governance Code (Code) in contrast between 2012 and 2017 towards firm financial performance.Design/ methodology approach - For this analysis, a target list of the top 100 PLCs based on market capitalization was gathered from 784 Malaysian PLCs as of 14 August 2020. In the annual review of corporate reports, this research involves mean and standard deviation, analysis of the correlation and analysis of the materials published within the annual reports.Originality - This report is a comprehensive examination of the recent developments in Corporate Governance research in comparison between the Code in 2012 and 2017, which is also applicable to other PLCs other than the top 100 Malaysian PLCs scoring indices designed for the Senior Independent Director – Board Effectiveness and Board Leadership.
Highlights
International corporate dynamics are under progress in the post-Enron period to bring about a better power structure in the company, currently ruled by overly strong leaders, to resolve dominance conflicts among the interested parties
Purpose - This research aims to investigate the impact of the two main problems of Senior Independent Director’s evolving role, which includes the aspects under board leadership and board effectiveness proposed under the Malaysian Corporate Governance Code (Code) in contrast between 2012 and 2017 towards firm financial performance
This report is a comprehensive examination of the recent developments in Corporate Governance research in comparison between the Code in 2012 and 2017, which is applicable to other PLCs other than the top 100 Malaysian PLCs scoring indices designed for the Senior Independent Director – Board Effectiveness and Board Leadership
Summary
International corporate dynamics are under progress in the post-Enron period to bring about a better power structure in the company, currently ruled by overly strong leaders, to resolve dominance conflicts among the interested parties. The effective corporate regulation, firstly, aims to direct management towards client needs, as well as national laws such as the Sarbanes-Oxley Act (SOX) 2002, which sets general managers, auditing companies and boards new obligations to resolve conflict of interest and improve company transparency. The Board of Directors are delegated with the internal corporate regulation. By default, an effective internal control mechanism that forms corporate governance, provided their total connection to other two dimensions of the corporate governance equation – managers and owners are in equilibrium. The Board of Directors are among the key elements required in the restructuring of corporate governance practiced by the organisation. The Board of Directors appeared as both a point of responsibility for corporate frauds and a point of capability in strengthening corporate governance within the organisation
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