State-owned enterprise (SOE) failures continue to burden the government of Ghana. During the 5-year period ending in 2012, the profits from these equity investments dropped by 80%. This study was an exploratory case study of how top-down, board-directed governance structure impact the control and ethical structure of special projects. Sixteen participants, comprised of managers, technicians, and board members, were recruited from 4 separate special projects in northern, central, and southern Ghana. Agency theory formed the conceptual framework for this study. Data collected from the face-to-face interviews and supporting documents were processed and analyzed to discern emergent themes. Through methodological triangulation, 5 main themes emerged including board influence on management and operations, operational and financial controls, ethical values, quality assurance, and motivation. The implications for positive social change include helping to reduce poverty within the local communities of Ghana through the creation of competitive projects that can sustain a productive workforce
