Corporate Governance and Compliance in Botswana: Issues and Challenges

Tebogo Israel Teddy Magang; Veronica Goitsemang Magang

Tebogo Israel Teddy Magang Faculty of Business; University of Botswana, Private Bag UB 0022, Gaborone
Veronica Goitsemang Magang Centre for Continuing Education; University of Botswana, Private Bag UB 0022, Gaborone

Keywords: State Owned Enterprises, Corporate Governance, Compliance

Abstract

Purpose -This paper investigates the extent of compliance with international best practice corporate governance principles by Botswana Unified Revenue Service (BURS), a State Owned Enterprise (SOE). The researchers wonder why in this modern day and age, architects (parliamentarians) of the Act of parliament which brought about governance structures of BURS, chose to depart from what is considered international best practice governance as recommended under codes of best practice corporate governance such as the King Code 2002. Second, the researchers also wonder whether the departure was by design or an oversight on the part of the architects of BURS governance structure.

Design/methodology/approach - Using content analysis, the BURS Act 2004 and the King Code 2002 are content analysed to draw parallels between governance structures recommended by the two governance instruments.

Findings – The findings of this study indicate a low level of compliance with international best practice corporate governance by BURS.

Practical implications - The researchers conclude that divergence of governance structures of BURS from international best practice has the potential to breed inter alia; incompetence, corruption, maladministration, dominance, cronyism and ultimately a weak institution.

Originality/value – Prior literature tends to investigate governance practices of public listed companies. This study contributes to governance literature by examining governance practices of a state owned enterprise which came into existence through an act of parliament.

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