ABSTRACT
It will have become clear from Chapter 1 that there is no unanimity of purpose or structures in corporate governance. This variance in approach is due both to differences in legal structures and cultural influences and is compounded by political and other power structures. Some proponents of corporate governance see it as a means of making business more socially responsible; at the other extreme are individuals who see it as an instrument of personal control. In between there is a range of advocates whose agenda is more in line with the OECD definition of 1999, i.e. to make the company work more effectively and responsibly.
