This article explores corporate governance issue from the perspective of peoples’ governance. Using qualitative research approach, specifically, a grounded theory method, the paper explores the role of the pillar of significance in corporate governance practices. Interview was used as primary data, although document was also analysed. Analysis of the data revealed people centric governance is essential. Findings suggest that there are several pillar of significance in the corporations that provide strength to the corporate governance practices. Emerging theory suggests that the core of corporate governance lies on the people rather that the structure. The finding is useful as it impacted governance problem in such a way that the findings provides information that would enhance governance effectiveness in corporations. This study unlocked the perception that corporate governance flaws relate with corporate governance structure. This article offers originality and new insights in understudy of governance concept that commonly relate with economic perspective.


Grounded Theory, Qualitative Research, Corporate Governance, People-Centric Governance

Author Bio(s)

Zaleha Othman is a senior lecturer. She earned her PhD in Accounting from the University Teknologi MARA (Malaysia), Master in Business Law from Leeds University (United Kingdom). Her doctoral thesis, for which she was supervised by Professor Rashidah Abdul Rahman and Professor Alan Lovell, explored ethics in corporate governance in Malaysia. She spent a year of postdoctoral at Cass Business School (London, United Kingdom). Her research mobilizes corporate governance and forensic accounting issue. Her other passion is qualitative research. She teaches qualitative research method, forensic accounting and accounting theory practice. Currently she is involves in several research projects including theorising the meaning of corporate governance, ethical governance, Corruption and Professional Ethics. Her research in corporate governance is concerned with the influence of ethics model and model of corruption act. She has published in the fields of corporate governance, ethics, corruption and professional ethics in several SCOPUS. Correspondence regarding this article can be addressed directly to: zaleha@uum.edu.my.

Rob Melville is the Professor of Internal Auditing and Director of the MSc in Management at the Cass Business School, which with over 180 students is one of the biggest of its kind in Europe. Before joining Cass in 1990, he worked in information systems auditing in government, financial services and industry. Rob is an active researcher, author and speaker in internal control, corporate governance and internal auditing. His PhD addressed the contribution internal auditors can make to strategic management, in particular the use of frameworks such as the Balanced Scorecard. Rob is a professionally qualified member of the Institute of Internal Auditors and the British Computer Society. Correspondence regarding this article can also be addressed directly to: W.R.Melville@city.ac.uk.


This paper has been presented at the 13th Internal Audit and Corporate Governance Conference, London, United Kingdom on 15-17 April 2015. The authors would like to thank the participants for their views and comments.

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This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 International License.





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