Corporate Governance Practices of State-Owned Enterprises in Ghana: An Analysis

The IUP Journal of Corporate Governance, Vol. XIV, No. 2, April 2015, pp. 44-63

Posted: 13 Oct 2015

Date Written: October 13, 2015

Abstract

The present paper focuses on the corporate governance practices of the State-Owned Enterprises (SOEs) of Ghana. The three pillars — clear objectives, political insulation, and transparency — are found to be the critical foundations upon which any serious attempt to improve the performance of SOEs in Ghana and developing countries must be based. They reinforce each other and are part of an integrated package. When governments adopt only some of these reforms, such as establishing a clear mandate without sufficient transparency, the results are usually disappointing as can be found in Ghana and most African countries. These reforms may require a tremendous political commitment to implement. However, a system of professional oversight that includes checks and balances is the best recipe for countries in Africa and other emerging markets where privatization is not encouraged.

Suggested Citation

Amoako, George and Goh, Mawusi Kofi, Corporate Governance Practices of State-Owned Enterprises in Ghana: An Analysis (October 13, 2015). The IUP Journal of Corporate Governance, Vol. XIV, No. 2, April 2015, pp. 44-63, Available at SSRN: https://ssrn.com/abstract=2673473

Mawusi Kofi Goh

Cargill Ghana Ltd., ( email )

Free Zones Enclave, Ghana
West Africa
Ghana

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