Corporate governance and accountability in Uganda

Wanyama, Simeon; Burton, Bruce; Helliar, Christine

doi:10.9774/gleaf.978-1-909493-63-6_6

Cited by 4 publications

(6 citation statements)

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“…This study focuses on a particular African country, Uganda, a nation where several major corporate governance failures have occurred recently (Wanyama et al . 2006).…”

Section: The Ugandan Context and The Focus Of The Studymentioning

confidence: 99%

“…This study focuses on a particular African country, Uganda, a nation where several major corporate governance failures have occurred recently (Wanyama et al 2006). The experiences of Uganda provide clear illustrations of the problems that can be caused by unstable political structures, particularly in a developing nation.…”

Section: Corporate Governance In Africa and The Need For A Study Of Pmentioning

confidence: 99%

“…Professionals and academics have searched extensively for explanations of recent large‐scale financial failures. Although most of this attention has been devoted to prominent cases in the world's richest nations, developing countries have not been immune from such difficulties, with Uganda alone experiencing four major bank failures in 1999 (Wanyama, Burton and Helliar, 2006). Clearly, poor corporate governance practices could be a cause of or a contributory factor to these scandals and governments and private sector organizations in many countries have made efforts to promote high standards of behavior.…”

Section: Introductionmentioning

confidence: 99%

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Frameworks Underpinning Corporate Governance: Evidence on Ugandan Perceptions

Wanyama

Burton²,

Helliar³

2009

Corporate Governance

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Manuscript Type: EmpiricalResearch Question/Issue: This paper sets out to investigate perceptions about corporate governance practices in the developing African nation of Uganda. The study employs interview and questionnaire analysis to examine the part played by a range of factors in supporting effective governance. Research Findings/Results: The findings suggest that pervasive corruption and weaknesses in underlying frameworks have hampered attempts to improve practice. The results indicate that the mere emergence of detailed governance codes in developing countries does not necessarily mean that de facto practices will improve. Theoretical Implications: The results suggest that corporate governance standards in developing countries may appear on paper to be broadly similar to those in developed countries. However, a widespread perception exists that Ugandan frameworks are not yet strong enough to support what might normally be considered to be "good" practice. Sound corporate governance is seen as being a multi-faceted notion, with a range of political and social frameworks requiring strengthening before meaningful improvements can be made. Practical Implications: The evidence indicates that attempts to improve governance standards in a particular nation require more than the simple publication of codes of best practice. Root and branch changes in a wide-range of contextual factors, including at political and cultural levels, are required to provide the conditions in which meaningful improvements in corporate governance will occur.

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“…This study focuses on a particular African country, Uganda, a nation where several major corporate governance failures have occurred recently (Wanyama et al . 2006).…”

Section: The Ugandan Context and The Focus Of The Studymentioning

confidence: 99%

Section: Corporate Governance In Africa and The Need For A Study Of Pmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Frameworks Underpinning Corporate Governance: Evidence on Ugandan Perceptions

Wanyama

Burton²,

Helliar³

2009

Corporate Governance

Self Cite

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“…It has been observed that the culture of accountability and evidence-based management is still relatively new and not yet well established and widespread in the public sector [4,33,34]. Observations indicate that several policy makers do not understand the value added by M&E tools to guide future policies, programs and budgets for better result [6].…”

Section: Culture Of Accountabilitymentioning

confidence: 99%

Health Management Information System (HMIS); Whose Data is it Anyway? Contextual Challenges

Muhindo¹,

Joloba²

2016

Review Pub Administration Manag

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In 1997 the Ministry of Health instituted the national HMIS in response to global and national call for greater accountability and results-based management. The goal being to provide timely reliable health information that would inform decision making in the sector to aid provision of better health care services to the people of Uganda. However, there are already concerns about the functionality of the system characterized by late and inadequate reporting.The purpose of this paper was to make a critical analysis of the contextual challenges to HMIS and propose a framework that would improve the collection of timely reliable data at all levels in the system. After critical analysis of the existing literature, reports and presentation at various MOH workshops and review meeting, and interactive informal talks with some personnel at the Ministry, this paper asserts that failure to use HMIS data, poor culture of accountability, lack of incentives for performance, strategic planning and vertical programs-HIV/AIDS are the strategic contextual challenges to this menace.Data utilization at all levels in the system will be the linchpin in realization of timely collection and reporting of data and to this end, a user-friendly system is at the core of any successful public health system when it will; Assist hospital managers to align health system resources with the needs of service users Link performance measurements to accountability This paper proposes a framework that will see data utilization as the foundation for timely collection and reporting at all levels in the system. There will be organizational learning with the associated organizational development breeding ownership and sustained demand for data collection and reporting. Key in the implementation will be; leadership, change management, organizational embedding and capacity development.

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“…Poor ethical conduct destroys management of financial performance and corporate governance in War Child Uganda. The lack of transparency in management also causes great harm (Wanyama 2006).…”

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confidence: 99%

Cooperate governance and financial performance in War Child Uganda

Kibukamusoke

Ssewankambo

2019

Africa’s Public Service Delivery and Performance Review

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Introduction and backgroundThe term non-governmental organisation (NGO) is used to define an agency that has no government control but receives aid and donations from national and international agencies to carry out poverty alleviation activities on humanitarian sectors (Perkins & Hendry 2015). Non-governmental organisations in Uganda are governed by the NGO Registration Act 1989 that was amended in 2006. The National Board of NGO is authorised under the current legal framework to oversee all NGO activities in the country. Despite their importance in Uganda, NGOs face challenges from regulating agencies, laws and policies governing their regulations, as well as internal NGO challenges. The Ugandan government is now considering relying more on the NGO sector for a variety of welfare and development objectives. In particular, the Ugandan government considered subcontracting the delivery of certain services to NGOs which can be used as a medium to receive public funding to accomplish various tasks. The study, thus, investigates the effect of cooperate governance on the financial performance of War Child Uganda, where the background, problem statement, objectives, literature review, methodology and findings of the study are discussed.Corporate governance is a system of values, policies and institutions that a society uses to manage its economic, political and social affairs through interactions within the state, civil society and the private sector (Potucek et al. 2005). Corporate governance operates at every level of human enterprise and gives an oversight on the management of firms through strategic planning and risk management, oversight of regulatory compliance, independent monitoring of audit functions, economic sustainability and corporate responses to market changes. It is assumed that through corporate governance, financial performance can be effectively realised in organisations (Zouari & Taktak 2014). Background:The corporate governance structure has employed a number of multiple empirical techniques that have influenced many organisations worldwide. War Child in Uganda, an independent international organisation, faced a number of financial data alterations, whose major cause was not following budgets and not adhering to rules and regulations on the use of finances. The failure to disclose information on the proper earnings caused a lot of irregularities in the financial performance of the organisation. Aim:This study aimed at investigating the effect of cooperate governance on financial performance of War Child in Uganda as guided by the following objectives: (1) to find out if the staff of War Child are aware of the existence of financial systems that lead to financial performance in War Child in Uganda and (2) to find out the relationship between corporate governance and financial performance in War Child in Uganda. Methods:The study adopted cross-sectional and descriptive research designs where both qualitative and quantitative approaches were used. Results:The findings of the study showed that the empl...

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Corporate governance and accountability in Uganda

Cited by 4 publications

References 0 publications

Frameworks Underpinning Corporate Governance: Evidence on Ugandan Perceptions

Frameworks Underpinning Corporate Governance: Evidence on Ugandan Perceptions

Health Management Information System (HMIS); Whose Data is it Anyway? Contextual Challenges

Cooperate governance and financial performance in War Child Uganda

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