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dc.contributor.authorOsemeke, Louiseen
dc.contributor.authorAdegbite, E.en
dc.date.accessioned2016-07-21T09:03:32Z
dc.date.available2016-07-21T09:03:32Z
dc.date.issued2014-09-26
dc.identifier.citationOsemeke, L. and Adegbite, E. (2016) Regulatory multiplicity and conflict: Towards a combined code on corporate governance in Nigeria. Journal of Business Ethics, 133 (3), pp. 431-451en
dc.identifier.issn0167-4544
dc.identifier.urihttp://hdl.handle.net/2086/12326
dc.descriptionThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.en
dc.description.abstractGiven the multiplicity of codes designed to regulate different stakeholders in terms of promoting good corporate governance, this paper examines areas of conflicts among the various codes and the associated implications for corporate governance practices and regulatory compliances by public-listed Nigerian firms. Using the conflict-signalling theory for developing the conceptual framework, this study examines the proliferation of codes in Nigeria, through a mixed method approach to provide an exploratory account of the implications of corporate governance regulatory multiplicity. Evidence suggests the presence of conflict among the various codes which contributes to reduced compliance by firms and ineffective enforceability by regulatory agencies, which both impede good corporate governance in Nigeria. The findings advance conflict-signalling theory as an important framework for understanding the implications of the conflicts arising from the multiplicity of codes.en
dc.language.isoenen
dc.publisherSpingeren
dc.subjectCorporate governanceen
dc.subjectMultiplicityen
dc.subjectCode of corporate governanceen
dc.subjectDeveloping countriesen
dc.subjectNigeriaen
dc.subjectConflict-signalling theoryen
dc.titleRegulatory multiplicity and conflict: Towards a combined code on corporate governance in Nigeria.en
dc.typeArticleen
dc.identifier.doihttps://dx.doi.org/10.1007/s10551-014-2405-3
dc.researchgroupCentre for Research on Organisational Governanceen
dc.peerreviewedYesen
dc.fundern/aen
dc.projectidn/aen
dc.cclicenceCC-BY-NC-NDen
dc.date.acceptance2014-09-14en


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