Corporate governance perspectives on cadre deployment in South African state-owned entities

Abstract

Thesis (MBA, (Master of Business Administration) -- North-West University, Potchefstroom campusThe study examined the multifaceted relationship between corporate governance and cadre deployment practices within South African state-owned entities (SOEs). The research is grounded in the theoretical framework proposed by Woodrow Wilson in 1887 and contextualised within the corporate governance models of Agency Theory and Stakeholder Theory to evaluate the impact of cadre deployment on the disruption of accountability mechanisms and the reduction in strategic effectiveness. Using qualitative desktop research and an interpretivist paradigm, the study drew on secondary sources, including reports from the Zondo Commission, the Auditor-General and Public Protector, as well as relevant academic literature, to examine the impact of cadre deployment in SOEs from a corporate governance perspective in South Africa. The research suggests that failures in governance systems are exacerbated by inefficient cadre deployment practices, reducing accountability and transparency in SOEs. The findings reveal a persistent pattern of political interference that compromises governance mechanisms, resulting in an overlap between allegiance to the then-governing party and fiduciary duty. The evidence suggests that cadre deployment not only contributes to institutional instability but also hinders the application of ethical leadership principles as explained in the King IV Code. The analysis reveals that historical and political contexts significantly influence governance frameworks, with entrenched patronage systems hindering efficiency and eroding trust. Implementing strong corporate governance is crucial for mitigating the risks of malfeasance and enhancing efficiency in SOEs. The research proposes prioritising appointments based on merit, enhancing corporate governance, and minimising political interference in the management of SOEs. It recommends restructuring board appointments, increasing independent oversight, and depoliticising governance in SOEs in the context of an emerging economy